City of Joburg
Enabling Economic Recovery
We shape a better future for Africa through our innovative infrastructure solutions in the agriculture, energy, health, real estate, transportation and water sectors. Key to our growth is our proactive infusion of development impact in all our projects.
Doing good while doing business
This ensures that wherever we work, economic inclusion, skills development, job creation, localisation and procurement opportunities are ingrained in delivering infrastructure that empowers people and uplift communities. Creating joint value for our partners, clients and communities while doing good while doing business is the name of our game. Bigen, a truly African Group of companies made in Africa for Africa.
shaping a better
FUTURE for Africa
GDS 2040 02 Growth and Development Strategy: Joburg 2040
ECONOMIC DEVELOPMENT 06 Planning + action drives development
DRIVING IDP 2021/26 IMPLEMENTATION 21 The IDP Resilience Model CITY SUCCESSES 26 Exceeding targets SMART CITY 36 Unlocking its smar t potential
IMPUMA GROUP 12 Bayete Capital: Planning for a prosperous future
ayete Capital: Mega projects drive B sustainable development
DM Engineering: Engineering solutions S for our most precious resource
SDM AMC: Par tners in asset optimisation
COVID-19 43 The fallout of a pandemic
SUSTAINABILITY 58 Green, Resilient & Sustainable Joburg COMMUNITY ENGAGEMENT 60 G overning for the people, with the people
STRATEGIC PRIORITIES 49 Joburg turning it up to 11
ALEXANDRA RENEWAL 62 Uplifting Alex
WATER 54 Committed to ensuring supply
EMERGENCY SERVICES 64 New fire station in Marshalltown
PLEASE NOTE: Statistics and information have been taken from publically available documents that may or may not reflect the absolute correct numbers applicable at the time of going to print.
Editor Tristan Snijders
Head of Design Beren Bauermeister Production & Client Liaison Manager
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GROWTH AND DEVELOPMENT STRATEGY: JOBURG 2040
The Johannesburg 2040 Growth and Development Strategy (GDS) provides a lens through which one can view the Johannesburg of the future.
he GDS is an aspirational document that defines the type of society the City of Johannesburg wants to achieve by 2040. However, as cities evolve and the needs – as well as the calibre – of citizens change, it has become more than just a ‘wish list’ of the hopes and dreams of Johannesburg’s citizens. It has become
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a fundamental, strategic, decisionmaking instrument for the City, a long-term thinking model that has been incrementally shaped over time, precisely to ensure that these hopes and dreams are realised.
GDS OUTCOMES As part of the Joburg 2040 strategy, the City has four Growth and
Development Outcomes that it aims to achieve by 2040 through the following primary drivers: human development, environment and services, economic growth, and good governance. Outcome 1: Human and social development – Improved quality of life and development-driven resilience for all: The City envisages a future that presents significantly improved human and social development realities, through a targeted focus on poverty reduction, food security, development initiatives that enable selfsustainability, improved health and life expectancy, and real social inclusivity. By 2040, the City aims to achieve substantially enhanced quality of life for all, with this outcome supported by
GD S 2 0 4 0 GDS OUTPUTS Each outcome is driven by several strategic outputs. The GDS outputs represent intervention areas where the City plans to intervene now in order to achieve its desired long-term outcomes. GDS Outcomes
1. I mproved quality of life and development-driven resilience for all
1. Reduce poverty 2. Food security 3. Access to knowledge and life-long learning 4. A society characterised by healthy living for all 5. A safe and secure city 6. A city characterised by social inclusivity and enhanced social cohesion
2. A resilient, liveable, sustainable urban environment – underpinned by smart infrastructure supportive of a lowcarbon economy
1. Sustainable and integrated delivery of water 2. Sustainable and integrated delivery of sanitation 3. Sustainable and integrated delivery of energy 4. Sustainable and integrated delivery of waste 5. Improved eco-mobility 6. Sustainable human settlements 7. Climate change resilience and environmental protection
3. A n inclusive, job-intensive, resilient, competitive and smart economy that harnesses the potential of citizens
1. Job-intensive economic growth 2. Promotion and support to informal and micro businesses 3. Increased competitiveness of the economy 4. A spatially just and integrated city 5. Smart city (cross-cutting output)
4. A high-performing metropolitan government that proactively contributes to and builds a sustainable, socially inclusive, locally integrated and globally competitive Gauteng City Region
1. Partnerships, intergovernmental and international relations 2. A responsive, accountable, efficient and productive metropolitan government 3. Financially sustainable and resilient city 4. Meaningful citizen participation and empowerment 5. Guaranteed customer and citizen care and service
the establishment of developmentdriven resilience.
Outcome 3: Economic growth – An inclusive, job-intensive, resilient, competitive and smart economy that harnesses the potential of citizens: The City of Johannesburg will focus on supporting the creation an even more competitive, smart and resilient city economy, when measured in relation to national, continental and global performance. The City will promote economic growth and sustainability through the meaningful mobilisation of all who work and live in it, and through collaborating with others to build job-intensive, long-term growth and prosperity, from which all can benefit.
Outcome 2: Environment and services – Provide a resilient, liveable, sustainable urban environment underpinned by smart infrastructure supportive of a low-carbon economy: The City plans to lead in the establishment of sustainable and eco-efficient infrastructure solutions (e.g. housing, eco-mobility, energy, water, waste, sanitation and ICT) to create a landscape that is liveable, environmentally resilient, sustainable and supportive of lowcarbon economy initiatives.
Outcome 4: Good governance – A high-performing metropolitan government that proactively contributes to and builds a sustainable, socially inclusive, locally integrated and globally competitive Gauteng City Region: The City envisages a future where it will focus on driving a caring, responsive, efficient and progressive service delivery and developmental approach within the Gauteng City Region and within its own metropolitan space, to enable both to reach their full potential as integrated and vibrant spaces. CITY OF JOBURG 2022
P R OF I L E
Taking more than ownership: the benefits of an outcomes-based approach to housing the nation Established 50 years ago, the Bigen Group has earned a solid reputation as an innovative, solutions-focused infrastructure development group continuously investing in the future of Africa.
ith its headquarters in South Africa and Mauritius, the Bigen Group has grown its footprint to ten regional offices located across Africa including South Africa, Ghana, Namibia and Botswana. Powering social and economic growth by developing sustainable infrastructure in support of African governments achieving its 2030 sustainable development goals, Bigen has a solid track record of delivering numerous world class projects across every major sector in Africa. Recognised as a market leader in, amongst other areas, the real estate space, the Group is particularly proud of its involvement in various integrated human settlements projects in South Africa in accordance with the Breaking New Ground Policy of national government. For South Africa, housing the nation is a key national priority. It is also at the forefront of the South African
government’s drive to create and sustain a better life for its people. At the same time, it is evident that, in spite of Section 26 of the South African Constitution declaring that everyone has a right to access adequate housing, for the majority of South Africans, homeownership remains a dream. According to the latest available statistics, the national housing backlog is at an estimated 2.6 million houses with the provision of housing particularly critical in urban areas where the number of informal settlements has grown from an estimated 300 in 1994 to a staggering 2 700 in 2020. This is compounded by a dramatic growth in the practice of putting up a shack in someone’s backyard and illegal private rentals. In the City of Johannesburg alone – regarded as the most powerful commercial centre on the African continent – it is estimated that 500 000 people are living in informal dwellings which can partly be contributed to a housing backlog of 300 000 houses.
Driving socio-economic development “Resolving South Africa’s high levels of unemployment is integral to finding innovative solutions for the housing crisis, as joblessness impacts directly on the demand for, and ability of, South Africans to invest in housing. An encouraging and decisive step in the right direction, and one which addresses both the housing backlog and the high levels of unemployment, is government’s approach to developing integrated human settlements,” says Luthando Vutula, CEO of Bigen. According to Vutula, the paradigm shift from merely providing shelter to creating sustainable integrated communities by blending a variety of housing opportunities with social and commercial facilities, stimulates wealth creation, poverty alleviation and social equity. “This approach resonates with our own methodology of stimulating the direct and indirect economic multiplier effect of housing construction as a vehicle for job creation and the empowerment of local labour and small-time contractors,” says Vutula. Bigen has been involved with various Integrated Human Settlement Projects
Bigen is proud to have been associated with the Thorntree integrated development project, a massive and ambitious human settlement between Tshwane’s Rosslyn and Soshanguve communities. The development framework designed by the urban designer, town planner and Bigen’s engineering team promotes social cohesion, crime reduction and moral regeneration of the entire node. Public spaces have been designed to accommodate street vendors and open-air markets to service consumers with low purchasing power
Bigen and its local Mauritian partners – Vision Architects and Benchmark Consulting Engineers – were recently appointed on the Mauritian New Social Living Development (NSLD) project in Mauritius. Facing similar housing shortage problems as South Africa, the Mauritius government initiated an ambitious housing project of providing 12 000 social housing units to help resolve the housing problem for poor and middle-class families. Seen signing the Service Level Agreement from left to right: Mr Akash Sonkor, Project Manager, NSLD; Mr Imran Pondor, Head: Projects, NSLD; Mr Dane Poggenpoel, BVBS; and Mr Nandish Mahadeb, BVBS
P ROFILE across the country that transcends the traditional concept of just providing shelter, to offering a wide variety of mixed income, mixed typology and mixed tenure housing opportunities while also encouraging socio-economic development. The Group has been providing multidisciplinary engineering, project management and development impact and advisory services to several public and private sector clients leading to a host of successful integrated human settlement projects across South Africa. These projects are resounding proof of the success of the integrated approach to drive socio-economic development while addressing the housing crisis and include projects such as Lufhereng, Chief Mogale, Thorntree View, Olievenhoutbosch and other large scale integrated developments in South Africa. The Olievenhoutbosch Housing Project not only provided more than 5 000 mixed housing opportunities, but stimulated business development in the form of shopping malls and matching social facilities. The project also created more than 2 500 job opportunities totalling about 320 000 labour days. This excludes jobs created through related support industries. Similarly, the Lufhereng Housing Project has the capacity to accommodate over 30 000 households in a wide variety of housing typologies blended with social and commercial amenities. Lufhereng has been prioritised by the South African government as a Strategic Integrated Project (SIP) due to the far reaching impact that it will have on poverty alleviation through job creation, vocational training, addressing social cohesion and creating an integrated and safe community. In the Chief Mogale Integrated Housing Development, mixed housing opportunities and integration with neighbouring communities through economic, public services and social linkages, have resulted in numerous jobs, business and skills training opportunities. Further afield, Bigen and its local Mauritian partners – Vision Architects and Benchmark Consulting Engineers – were recently appointed on the Mauritian New Social Living Development (NSLD) project in Mauritius. Facing similar housing shortage problems as South Africa,
Lufhereng has been prioritised by the South African government as a Strategic Integrated Project (SIP) due to the far reaching impact that it will have on poverty alleviation through job creation, vocational training, addressing social cohesion and creating an integrated and safe community
Bigen CEO Luthando Vutula believes that it is critical to resolve South Africa’s high level of unemployment in order to find innovative solutions for the housing crisis in South Africa. The Bigen Group has taken the lead in integrating socio-economic development impact in all its infrastructure projects
the Mauritius Government initiated an ambitious housing project of providing 12 000 social housing units to help resolve the housing problem for poor and middleclass families. “We are pleased to have been successful in our bid for zone 3 in the North-Eastern part of the island,” says Steyn van Blerk, Managing Director of Bigen’s Real Estate Directorate.“This project provides us with another opportunity to share our years of expertise in the affordable housing market and to help Mauritius create social and economic stability rooted in the transformation of communities to secure, serviced, functional living environments that enhances quality of life. “We are pro-active in our approach and work closely with our partners and clients to fathom, own and solve real
estate challenges to the benefit of all stakeholders. All our projects are managed by professionals (project managers, engineers and technologists) with a passion to provide innovative solutions to infrastructure challenges. We incorporate strategic partners in order to deliver not only technical services, but also financial, social, institutional and environmental services as part of our one-stop service offering and to create real value across all stages of the project,” Van Blerk added. “Bigen’s involvement in the implementation of these and other large scale housing development projects, has once again, convinced us of the significant benefits to be derived from an integrated and outcomes-based approach to housing delivery. By providing sustainable infrastructure and engineering solutions with development impact as a key focus area, we remain committed to assisting governments to house their nations while also supporting socio-economic development.” concludes Vutula.
www.bigengroup.com CITY OF JOBURG 2022
Integrated regional economic development lies at the heart of the City of Johannesburg’s strategic framework to create a sustainable and liveable city for all. A key aspect of this establishing guiding document is to inform interventions that may unlock Johannesburg’s economic potential.
Planning + action drives development
core function of the City of Johannesburg’s Department of Economic Development is the promotion of integrated regional economic development. This entails the development of comprehensive regional economic development plans, which are intended to identify and guide current and future economic investment into City regions. These plans are vital documents in facilitating the implementation of recommended interventions and promoting
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interventions in various nodes to stimulate development. The objectives of regional economic development plans are to: • f acilitate strategic infrastructure improvements • guide investments in key clusters • build stronger public-private networks • seize identified opportunities • effectively utilise labour, capital and other resources to achieve local economic development priorities • connect people to economic opportunities
• get the best out of the region’s assets, thus optimising on local resources and local capacities to build local potential. The Department of Economic Development has previously developed comprehensive regional economic development plans for the City regions; however, the current existing plans are outdated, having been formulated in 2008. Therefore, there exists a need to review and update the existing plans for all seven regions of the City. The intended goal is to maximise opportunities for the improvement
ECONOMIC DE VE LO P MENT
of regional economic development, economic growth and job creation, and that the implementable regional economic development plans – for their full effectiveness – be embedded in the organisational, economic and social context of the regions to establish a widely shared vision for their future development. The regional economic plans aim to quantify the economic, demographic and socio-economic environment of the Sub-metro Regions (in 2021/22, namely, Region D) in context to the rest of Johannesburg’s regions, the district, Gauteng and South Africa. These provide a better understanding of the demographic, economic and socio-economic environment, with the primary end goal being the ability to inform stakeholders to implement and monitor plans and policies that will allow for a healthy, growing and inclusive economy and society. The profiles also provide information on the changes in the composition of the population with respect to population group, age and gender, which is vital in the face of growing pressure on food, energy, water, jobs and social support on the country’s citizens. They provide an understanding of how data such as total fertility rates, age-specific fertility rates, sex ratios at birth, life expectancies and international migration affect the respective population groups, ages and genders within their regions – and are therefore
DRIVING PROGRESS District Development Model To achieve its mandate of facilitating economic opportunities the Economic Development Facilitation Directorate engages with the private sector and other spheres of government to identify highimpact projects that have the potential of transforming the City of Johannesburg Regions economic landscape, when implemented. The identified projects should translate into job creation, investment attraction and skills development. Using a specific example, the Department of Economic Development will support the District Development Model (DDM) approach to revitalise the Devland Industrial Park. The new DDM is inspired by the Khawuleza (hurry up) call to action, and aims to accelerate, align and integrate service delivery under a single development plan per district or metro, which is developed jointly by national, provincial and local government as well as business, labour and community in each district. Each district plan ensures that national priorities – such as economic growth and employment, improvements to living conditions, the fight against crime and corruption, and better education outcomes – are attended to in the locality concerned. This development approach ensures that planning and spending across the three spheres of government are integrated and aligned, and that each district or metro plan is developed with the interests and input of communities considered up front.
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WORKING TOGETHER Re-establishment of the Johannesburg Business Forum The purpose of the Johannesburg Business Forum (JBF), as per its inception more than 12 years ago, was to serve as a link between the City’s departments, the MOEs, the City Regions, and organised business formations operating in Johannesburg by: • providing strategic input into the economic development plans of the City • serving as a consultative and advisory forum on economic development matters in support of the vision of the City • promoting ongoing contact between the City and organised business • sharing information on programmes, projects, strategies and policies of the City and the business community • complementing and undertaking relevant projects and activities within the City through a common vision and public-private partnerships. In March 2021, the reconstituted JBF had its inaugural meeting with the City of Johannesburg. There will be quarterly feedback, while progress on issues raised and resolved will also be reported on on a quarterly basis. The JBF is a member of the Johannesburg Inner City Partnership, which aims to facilitate growth and transformation for all Inner City stakeholders through cross-sectoral collaboration.
essential for effective planning on a spatial level.
Inner-city and CBD regeneration programmes The implementation of the Inner City Economic and Investment Roadmap is coordinated through the Inner-city Office, which provides directive for the Department of Economic Development to develop an ‘economic roadmap’ for the Inner City Region. This document is intended to provide strategic economic development direction to the City and is in alignment with the key objective of reviving the Inner City of Johannesburg. Such a multifaceted roadmap is of strategic importance, as it provides much needed insight on essential interventions to promote the redirection of economic and investment promotion within the inner city. This guiding document will form a blueprint for a municipal project pipeline of investments and will serve as a tool for the City to guide, recommend and consider investment that will ensure a continued and renewed economic growth trajectory within the inner city over time. The City’s Inner City Transformation Roadmap, previously completed in 2013, is a framework
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that recognises the central role of the Inner City Region within Johannesburg. This area is seen as an entry point and a place of opportunity for many, including the poor. It is a meeting place for diverse cultures, as scores of individuals aspire to create a livelihood and find a foothold in the heart of Johannesburg. The Transformation Roadmap seeks to provide the framework for the City of Johannesburg to roll out the Growth and Development Strategy 2040 in the Inner City. The framework takes an areabased management and partnership approach to guide municipal activity to achieve its vision of a well-governed, transformed, safe, clean and sustainable Inner City, which offers high-quality, sustainable services; supports vibrant economic activity; and provides a welcoming place for all residents, migrants, commuters, workers, traders, investors and tourists. One of the actions identified in the Inner City Transformation Roadmap is the development of an Inner-City Economic Development and Investment Roadmap. The purpose of this document is to set out initiatives to revive declining economic nodes in the Inner City, as well as to stimulate the growth of strategic neighbourhoods.
The Inner City Economic and Investment Roadmap will further be used as a template to inform the regeneration of CBDs within targeted locations of the City’s seven administrative regions, including CBD nodes within townships.
Economic development facilitation The Economic Development Facilitation Directorate is committed to establishing and maintaining relations with all economic development role players to identify and respond to emerging issues and needs in the various sectors, as well as to co-develop flagship initiatives with the private sector and other municipal departments based on existing regional development plans that facilitate strategic economic growth interventions. To do so, the directorate aims to develop strong partnerships with the private sector, industry associations, all spheres of government and educational institutions. Furthermore, the department also provides technical expertise in terms of scoping and appraising initiatives developed for implementation and coinvestment by the City and the private sector. The department is also mandated to engage with multi-stakeholders. The directorate is tasked with the facilitation of large-scale economic projects that will stimulate economic activity in the selected regions. The desired outcome will be regionally based project pipelines that will guide economic development facilitation across the regions. Furthermore, it is envisaged that partnerships will continue to be established and strengthened with captains of industry in their respective sectors to unlock opportunities.
Resource mobilisation A further primary objective is to leverage both financial and non-financial resources from the public and private sector to facilitate the implementation of projects and interventions that looks to address the challenges small and established business face in the economy. By facilitating economic activity and participation, the City can impact the socio-economic challenges our society faces – e.g. reducing unemployment and ensuring citizens’ financial emancipation.
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Adding value through quality service Established in 2017, GRO2 Consulting is a Gauteng-based quantity surveying company capable of taking on projects at scale.
aving celebrated five years of doing business in March 2022, GRO2 Consulting strives to be a proactive and involved team player focused on achieving the best outcomes for its clients, through the management of all contractual aspects – including the setting of realistic budgets as well as the ability to manage budgets to completion and final account. Quantity surveyors are vital in the process of all commercial development, acting as financial consultants to the construction industry whose training and experience qualify them to advise on cost and contractual arrangements and prepare contract documents. They act in liaison with architects, consulting
engineers and contractors to safeguard their clients’ interests. Directors Leon Fowler and Ilze Lombard are passionate about being team players and adding value to every project they are involved in. The quantity surveying firm always ensures that it handles its clients’ project investments with great integrity and care. This commitment has been acknowledged by the industry in the form of a Diamond and two Golden PMR awards between 2020 to 2022. GRO2 Consulting has undertaken many projects in partnership with other professional consultant teams across South Africa, including: DSTV City, Wonderpark Shopping Centre Reconfiguration, Menlyn Park Shopping Centre Reconfiguration,
Rohlig-Grindrod Warehouse, Porsche Dealerships (Johannesburg, Umhlanga, Cape Town and Pretoria), BP Head Office Oxford Parks, Life Healthcare Head Office Oxford Parks, Anglo American GSS Office Oxford Parks, Radisson Red Hotel, and new lecture facilities at UJ. Most recently, the company served as the project quantity surveyors on Intaprop’s game-changing Oxford Parks Development in Rosebank. This 300 000 m2 mixed-use development is set to vastly expand the residential yield of the precinct, and increase the existing business/commercial floor area by some 30%. GRO2 Consulting is proud to have been a part of such a prestigious project and would like to congratulate Intaprop on its ongoing success.
GRO2 Consulting Quantity Surveyors is proud to have been a key part of the Oxford Parks Development
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GRO2 new heights through our 36 years of quantity surveying experience!
MEMBERSHIPS AND AFFILIATIONS THE SA COUNCIL FOR THE QUANTITY SURVEYING PROFESSION THE ASSOCIATION OF SOUTH AFRICAN QUANTITY SURVEYORS SOUTH AFRICAN PROPERTY OWNERS ASSOCIATION
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CITY OF +27 (0)79 902 3939
Leon@gro2.co.za JOBURG 2022 Ilze@gro2.co.za 9
P R OF I L E |
Jozi’s property leader noise pollution, and ensuring effective building maintenance.
Regenerating the inner city
Founded in 1996, AFHCO – Africa Housing Company – is a leading residential property company in Johannesburg and surrounds.
elebrating its 25th birthday in 2021, the AFHCO brand is inextricably linked to that of the Johannesburg inner city. The inner city is filled with unbelievable history, and its buildings bear testament to that rich history. Their history forms part of AFHCO’s history – and what a history it is. Twenty-five years of regeneration and growth – providing quality housing, employment, business spaces and opportunities along the way. Just as South Africa has been transformed, the inner city too has undergone a radical transformation, and buildings that once thrived, but were later abandoned, have been brought back to life. Once a thriving business district, the inner city today is home not only to businesses – formal and informal – but also to thousands of individuals who call the city home. This has been made possible by AFHCO, as the frontrunner and largest provider of accommodation in the inner city since the mid-2000s. From identifying profitable emerging trends, to undertaking both the first, and largest, open commercial-to-residential conversions in the inner city, to expertly
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As part of its commitment to reinvigorating Johannesburg’s inner city and unleashing the potential of its residents, AFHCO has made social upliftment, community development and urban regeneration key facets of its strategic imperative. They partner with their communities and strive to play their part for the success and wellbeing of the communities in which they operate. This focus on the rejuvenation of targeted neighbourhoods and precincts has significantly contributed to an increase in the value of its property portfolio – which has positive knock-on effects for surrounding areas. AFHCO has previously undertaken projects to beautify and pedestrianise selected precincts and has recently received approval from the City of Johannesburg to pedestrianise Davies Street in Doornfontein, where work will commence in 2022.
People and education matter managing over 10 000 residential apartments and approximately 70 000 m2 of retail space, AFHCO’s investments and developments stand as a mark of quality in Johannesburg’s developing inner city, but also more recently in surrounding areas such as Benoni, Midrand, Pretoria, Randburg, Soweto, South Hills, Vereeniging and Wilgeheuwel. Its residential units are stylish, yet affordable, and its retail spaces provide opportunities for a range of business entrepreneurs. Their portfolio includes a broad range of amenities to enhance the offering to tenants, and includes free uncapped Wi-Fi, gymnasiums, braai and other relaxation facilities, playgrounds, laundries, transport services at various buildings, and additional security through state-of-the-art CCTV cameras at certain buildings. AFHCO ensures properties are well managed, clean and safe, thus creating an environment where tenants can feel proud of their homes. This is achieved through maintaining positive relationships and clear communication with its tenant base, enforcing building rules, preventing overcrowding and
The company currently employs over 180 personnel directly at its head office buildings and provides training to all permanent staff as part of its empowerment programme. Through various outsourcing projects, AFHCO has also created roughly 700 jobs. AFHCO has achieved great success in the development and promotion of affirmative action employees. As part of its commitment to people, AFHCO has long had a vision to raise the standard of education in the inner city. CityKidz pre- and primary school, a non-profit company, was started in 2008 as a social initiative by AFHCO, which offers inner-city children a chance to learn, play and grow in a safe and secure environment. The school provides quality care and education from Grades RR to 7. Whether you’re looking to rent, or buy, a quality apartment in the Johannesburg inner city or surrounding areas, find student accommodation in proximity to Wits, UJ and other colleges, or rent retail space in the inner city for your latest business venture, AFHCO’s varied offerings have all your needs covered.
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I N D U S T R Y I NS I G H T |
PLANNING FOR A PROSPEROUS FUTURE Bayete Capital CEO Dr George Smith discusses the importance of spatial planning in transforming South Africa’s socio-economic landscape into one that is both equitable and geared for growth.
t the heart of spatial planning lies the belief that the places we make ultimately shape the way in which we live and how well we live. It is therefore critical that this discipline be guided by the key principles by which we seek to build our society, such as justice, equality and freedom,” states Smith. Spatial planning is about more than simply identifying the mechanics of land use management – rather, it provides the framework that guides land-use management decisions. As a discipline, it considers the urban system as a whole, which is made up of a variety of interconnected complex parts competing with each other (for example, conservation versus development or pedestrian versus vehicular traffic). Key principles underpinning current spatial planning approaches in South Africa’s cities include connectivity, inclusion, sustainability, and the promotion of public and non-motorised transport.
Benefits of spatial planning Spatial planning provides cities with a well-considered guideline for their growth and development.“It is always forward-looking and mediates between competing interests for land use and
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resources. It is further underpinned by public participation processes, which seek to gain consensus among all role players for a common vision. For this reason, spatial planning provides municipalities with a reliable framework to plan and allocate their resources,” Smith explains. One of the key objectives of current spatial planning in South African cities is to redress the imbalances created by the apartheid city, notes Smith. This entailed either the exclusion of certain communities from the urban system or the housing of previously disadvantaged populations in ‘dormitory’ communities lacking in social and economic infrastructure. “To redress these imbalances, spatial planning policies actively promote the restructuring of the city to provide affordable residential accommodation in well-located nodes, and also promote the development of social and economic infrastructure in former township areas.” Spatial frameworks are also instrumental in guiding investment in infrastructure in these areas, Smith adds.
explaining that, over time, certain areas naturally decline due to the expansion of cities in other areas.“These areas of decline then offer opportunities for lower-income earners to establish a foothold in the urban system before they are subjected to the forces of gentrification. This sees higher-income earners moving back into an area, accompanied by significant investment in upgrading. “The process of decline and renewal is thus a key part of the urban system and, therefore, an important focus for spatial planning. Much of this focus in South African cities now concerns itself with the redevelopment of existing built forms, which is evident in the conversion of large areas of CBDs into residential accommodation or office space in suburban nodes into residential accommodation,” he explains.
The informal settlements challenge South Africa also faces an ongoing challenge to spatial planning and service delivery in the form of mushrooming informal settlements, which are haphazardly laid out and poorly serviced with basic amenities. This situation plays out across all of South
Decline and renewal He describes the development of cities as a “history of invasion and succession”,
Dr George Smith, CEO, Bayete Capital
MUNICIPAL REVENUE ENHANCEMENT
Africa’s urban areas and the upgrading of informal settlements is a key municipal priority, which starts with the provision of basic services, such as communal toilet and water amenities.“Many informal settlements are also located on land that is not suitable for residential settlements due to factors such as flooding, existing services or geotechnical conditions,” Smith notes. In such cases, municipalities provide alternative housing in nearby locations with the intention of relocating the entire settlement into these new housing areas.“In practice, these new developments usually fail to achieve total relocation due to a number of factors and these settlements grow again after time.” In recent years, municipalities have shifted their focus, where possible, to the formalisation of informal settlements, focused on providing in situ upgrades. “This involves the recognition of the existing spatial patterns set up in formal settlements by formalising the inhabitants’ land rights to these areas as a first step and thereafter upgrading services with minimal relocations,” explains Smith. He adds,“The continued existence of informal settlements is, however, ultimately a reflection of the housing shortage in South Africa and, as such, government is exploring a variety of mechanisms to increase the supply of accommodation at appropriate prices, including backyard dwelling policies and social housing incentives.” This clearly illustrates the importance of ensuring appropriate spatial planning and land-use management going forward. As
Beyond its proven property investment and development expertise, Bayete’s professional services skill set extends into the area of municipal revenue enhancement. “Our passion for municipal revenue and balance sheet enhancement has developed over time, from observing the dire need for increased funding to achieve service delivery – more specifically in the historically disadvantaged and marginalised areas born out of the apartheid era,” explains CEO Dr George Smith. During the current period of economic decline, municipalities are faced with myriad challenges, not least of all being the growing demands placed on service delivery due to urbanisation and population growth. Of course, meeting these needs requires ever-increasing budgets and resources. In this regard, revenue collection can only go so far, particularly in light of South Africa’s unemployment rate and the economic challenges exacerbated by the ongoing Covid-19 pandemic. “The economic downturn has impacted on revenues. It is not an easy task to meet a budget requirement in an economic environment where revenues being generated are not what they used to be,” Smith notes. Therefore, revenue loss reduction is of utmost importance in these times, and the need for innovation in terms of stimulating the local economy is more evident than ever. Revenue enhancement is key to improving this situation and requires collaboration between all stakeholders concerned, insists Smith. “There is always a means to improve, but we need to acknowledge that we all have a role to play and contribute to a solution.” Speaking of solutions, Smith says, “One thing that we believe is important to remember when embarking on a revenue enhancement process is that it cannot take a ‘business as usual’ approach. This is the starting point and is imperative to the success of the initiative.” As municipalities are highly regulated in terms of the MFMA and other legislation, viable solutions must comply with the respective regulations. In this context, Bayete has devised a municipal revenue enhancement solution that combines innovation with exclusive rights to patents and systems developed and registered in South Africa. “Revenue enhancement in both the public and private sector – leveraging innovation and intellectual property – is something that should be a priority. Not only does innovation and intellectual property promote entrepreneurship and significantly impact on job creation and achieving social and economic transformation but additional revenues earned stimulate the economy, create jobs and contribute towards the well-being and advancement of all,” Smith explains. “With all the initiatives that have, and are being, embarked upon to achieve the required revenue enhancement results, what is missing to enhance the revenue even further? What innovation and intellectual property can be drawn upon to achieve the required additional revenues for the municipalities that are otherwise being ‘lost’ or ‘untapped’? asks Smith. These are questions Bayete Capital’s proprietary solution can help to answer.
the genesis of an informal settlement is usually the result of people seeking living space near economic opportunities, it is vital to develop human settlements that cater to the needs of low-income earners and the unemployed.
Bayete’s involvement While spatial planning is not the core of Bayete’s business, the company has
planned a significant number of largescale projects across South Africa.“All of these projects incorporate developments featuring the full spectrum of development categories, such as social and affordable housing, market-related housing, and mixed-use developments. The latter comprise retail, commercial, hospitality, social facilities, transportation and the like,” Smith concludes. CITY OF JOBURG 2022
While Johannesburg’s Midrand area has undergone significant development over the last decade, there is a true game-changer on the horizon – the Gauteng Central mega Sambudla of city. Namhle Sambudla, master developer Bayete Capital, unpacks the social and economic implications of mega projects like this.
MEGA PROJECTS DRIVE SUSTAINABLE DEVELOPMENT What are mega city projects and why are they important in the South African context? In South Africa, the Gauteng Partnership Fund uses the term ‘mega projects’ for human settlements developments that consist of more than 10 000 residential units. Gauteng Premier David Makhura has succinctly described their importance, saying, “The goal of mega projects is to achieve diversity in human settlements by emphasising mixed-income, high-density human settlements, which place an emphasis on social and economic inclusion, as well as promoting social justice.” In the case of mega city projects, as much as it may start off as a development with 10 000 residential units, this extends to the inclusion of all the amenities these settlements’ residents may need, making for a legitimate mixed-use development. Integration is at the heart of the concept in South Africa – not just integrating land uses but, more importantly, socially integrating
Namhle Sambudla, Director: Development Management, Bayete Capital
Q&A people with different income levels and from different backgrounds to provide equitable opportunities. Who benefits from the establishment of such large-scale developments, and how? A huge number of people benefit through the economic and social impacts of developments on this scale. On the one hand, a need for integrated human settlements is being met, which brings with it the development of roads, as well as electrical, water and related infrastructure. Coupled to this are the top structures in terms of housing, commercial, retail, industrial, hospitality and other developments. These investments cultivate economic benefits for all concerned – before, during and after construction, over the short, medium and long term. It’s not the case that only the private and public sectors benefit – indeed, the social impact is significant. Imagine the financial and social implications for someone who has previously lived on the outskirts, far from services and amenities. Now, they would be living in a development that – within its bounds – offers everything from housing, schools, shopping and transportation to clinics, police stations and more. All this in a dignified environment. Considering low-income earners in South Africa spend, on average, around 40% of their income on transport, this would help to free up disposable income – it’s truly life-changing on many levels. Further, the employment opportunities available during the entire life cycle of the development are extensive and desperately needed in the context of our country’s high unemployment rate. How do other investors and private sector players get involved in projects like these? This is a question we get asked regularly! Timing is critical and it is important to understand the role that various private sector investors and developers wish to play in a development, as well as the terms and conditions of their participation. Managing expectations is important and the alignment of all parties is critical – everyone taking part needs to feel that they are participating equitably towards the end goal.
Once the master developer – i.e. Bayete Capital, as the owner of the development land in the case of the Gauteng Central mega city project – has packaged the development and obtained all municipal and public sector approvals, along with initial funding availability, then we become open to approaches from external parties. Where do the challenges lie in getting such large-scale projects off the ground? We’re fortunate that there is a real willingness from government and local authorities to assist, so that eliminates one of the potential stumbling blocks. On the other hand, there is a general shortage of industry skills relating to the development of mega cities; however, Bayete Capital is blessed to have a team of highly experienced professionals within its structure. That said, there is no getting around the reality of developments of this nature being highly complex and requiring broad knowledge sets – especially from development management, funding and stakeholder engagement perspectives. What role is Bayete Capital playing in the Gauteng Central mega city project? Bayete Capital is the master developer, which means our development management team will be seeing the project through every step of the way – from conception to completion, and the post-construction phases. We have vast experience as development managers, urban designers, architects, project managers, quantity surveyors, town planners, multidisciplinary engineers, green development specialists and more. How long is the Gauteng Central development expected to take? We envisage a development horizon of 15 to 20 years, which will naturally entail a phased approach. The first phase, in terms of top structure delivery, will focus on the site’s 10 000 housing opportunities. As with many projects done at scale, there are numerous variables beyond our control that may impact on timing, such as the availability of services, rising interest rates, the effects of a
declining economy, market demand, and more. Despite these variables, we are incredibly optimistic that we will unlock the project’s inherent potential to deliver positive change to people’s lives and the economy of the region. Are international mega city models applicable to South Africa, or is there a local context that needs to be accounted for? South Africa can obviously draw from that which is being undertaken abroad, as these models have been tried and tested. That said, our country has a unique history and it is within this context that integrated human settlements – in prime locations – need to be adapted to ensure the socio-economic inclusion of previously disadvantaged populations. Any final thoughts? Our Gauteng Central mega city project is a great starting point but one mega city is certainly not enough to change the fortunes of all of Johannesburg’s residents. We do hope, though, that it may serve as an example of the great things that can be done to move South Africa towards an equitable future. We live in a country that, like others, has its own dynamics and challenges. Government and the local authorities are doing good work in providing an enabling environment that needs to be utilised to achieve much-needed social and economic transformation and sustainable prosperity for all. Despite the slowdown in the economy, Bayete Capital remains optimistic, as the demand for integrated human settlements will continue to escalate. In the end, developments like this also significantly benefit the municipalities that enable them by creating additional revenue in terms of rates and taxes, as well as increases in property values.
www.bayetecapital.co.za CITY OF JOBURG 2022
Q& A |
SDM CONSULTING ENGINEERING & PROJECT MANAGEMENT
ENGINEERING SOLUTIONS FOR OUR MOST PRECIOUS RESOURCE Under the guidance of Dr Mpafane Deyi, Deyi CEO and Head: Water Engineering, SDM Consulting Engineering and Project Management offers a high level of expertise in the specialised field of water engineering.
Please tell us more about SDM Consulting Engineering and Project Management. SDM Consulting Engineering and Project Management (Pty) Ltd was born in 2002 from an amalgamation of a skillful group of entrepreneurial engineers while at college who were, and remain, determined to provide solutions to meet the needs of our clients. Over the past two decades, we have grown to boast not only a national footprint but an impressive presence in Africa and beyond, and a Level 1 BBBEE certification. What services does SDM Consulting Engineering and Project Management offer? Over the years, SDM has established Centres of Excellence including the following: • Infrastructure Development – Municipal Services • Structural Engineering • Water Engineering - Water Demand Management - Master Planning - Dams and Hydrology - Water and Wastewater Treatment • Infrastructure/Physical Asset Management • Project and Programme Management
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• Mechanical and Electrical Engineering.
Can you drill down specifically into your water engineering offering? South Africa is a water-scarce country and about 98% of its water resources are already allocated. As a country, we face an estimated 17% deficit between water supply versus the demand by 2030. Sedimentation accumulation in dams is reducing the available storage capacity of water; in fact, it is reported that the storage capacity in South Africa is reduced by 0.4% every year. To compound this challenge of limited water resources, it was reported in a CSIR study that water losses in the form of non-revenue water (NRW) are at 36.8% nationwide. NRW losses were further reported by the Department of Water and Sanitation (DWS) to be at R9.9 billion per annum, which is mainly driven by high levels of leakage in water distribution systems.
SDM has attracted experienced experts and skill sets from the market, including Dr Leon Geusytn, who has expertise in hydraulics, water distribution and the optimisation of sewer reticulation systems, master planning and management, and probabilistic and risk-based engineering system analysis. SDM has also developed water conservation and demand management capacity in order to assist our metros and municipalities, by and large, to reduce NRW and the levels of leakage in water distribution systems. Another challenge that the municipalities and metros face in South Africa is revenue leakage associated with billing problems: these are due to metering infrastructure and revenue inefficiencies and discrepancies.
Dr Mpafane Deyi, CEO, SDM Consulting Engineering and Project Management
Q &A | Over the years, SDM has also developed competencies to assist clients with revenue enhancement initiatives. The traditional civil engineering services remain the backbone of the income streams of SDM. What are some of the most notable projects SDM has worked on in the water space? In the past, we have served the National Department of Public Works and district municipalities, and have implemented water efficiency programmes at Correctional Services centres across the Western Cape, KwaZulu-Natal and Mpumalanga. Currently, we are implementing a regional water supply scheme in the Eastern Cape on behalf of O.R. Tambo District Municipality and for uMkhanyakude District Municipality in KwaZulu-Natal. These projects provide water to well over 160 villages, for communities that were not served with potable water before. Further, we are currently implementing a revenue enhancement and reduction of NRW project in the City of Ekurhuleni, as well as water efficiency measures for the Rebosis Property Fund. As urbanisation continues to accelerate across the developing world, what are some of the major factors municipalities need to take into account to deliver water services to rapidly growing populations? The escalating global demand on finite water resources is of great concern and is likely to constrain future economic growth and development. Urban centres in South Africa are faced with the challenge of population growth and the corresponding growing water demand placed on municipal water distribution systems. In the rural areas, there are still communities that are not provided with water and sanitation services and, to complicate this problem further, the maintenance backlog of water and sanitation infrastructure is escalating. The financing of new infrastructure and maintenance backlog is estimated at R330 billion over the next 10 years.
SDM CONSULTING ENGINEERING & PROJECT MANAGEMENT
What challenges do you commonly encounter in the municipal water space and how can SDM assist in resolving them? Typical challenges for municipalities include the optimal utilisation of water resources and infrastructure to provide acceptable service levels within a limited budget. The technology and expertise of SDM assists comprehensively with this through the performing of optimal upgrading and expansion planning, efficient operation planning and prioritised risk, as based on component refurbishment and replacement. Do you feel the DWS’s reinstatement of Blue and Green Drop audits is a big step in the right direction in improving drinking and wastewater standards? What are the implications and is there more that should be done? It is indeed a step in the right direction to use Blue and Green Drop, as it assists to track the investment made as well as shortfalls within the municipalities with regard to water and wastewater treatment infrastructure. Furthermore, it assesses the condition-performance aspects. The recently published Green Drop Report shows that the National Risk Ratio has deteriorated from 2013 and regressed from medium-risk to high-risk, whereas the Department of Public Works’ wastewater treatment plants are at critical risk. The implication of this is the contamination of the catchments and water resources (rivers and dams) and the deterioration of water quality. To conclude, I would like to quote Professor Anthony Turton, who stated, “A tsunami of human waste inundates our rivers and dams, and it’s a security issue.” Government should work to attract private investors into this critical infrastructure for the development of our economies, as there is not enough money in the fiscus to fund the maintenance backlog. What are the anticipated effects of climate change and the resultant increasingly variable weather patterns on municipal water supply
and water-related infrastructure? Apart from extended droughts possibly making groundwater resources redundant, more frequent or more intense rain events could not only damage water infrastructure but could, for example, cause increased ingress of stormwater and seepage in sewer systems. How can these effects be guarded against or countered? In the case of sewer systems, adequate assessment of the criticality and planning of system capacity, such as performed through accurate modelling by SDM, is essential to also allow for the prioritised treatment and protection of the most vulnerable section of the system. The same applies in terms of the protection of the most critical components and sections of water supply systems. Any final thoughts you’d like to share? For the benefit of all in our country, government and business should come together and build state capacity in relation to the availability of water engineers and scientists to address the above-mentioned challenges. Together, we can achieve so much more.
www.sdmengineering.co.za CITY OF JOBURG 2022
Q& A |
SDM ASSET MANAGEMENT AND CONSULTING
PARTNERS IN ASSET OPTIMISATION SDM Asset Management and Consulting (SDM AMC) – an ISO 9001 certified, Level 1 BBBEE Contributor – specialises in end-to-end, full life-cycle fixed asset management solutions. Mkululi Dube, Dube Director: Operations, details the holistic approach to asset management.
Mkululi Dube, Director: Operations, SDM Asset Management and Consulting
Please provide a bit of a background on SDM AMC. Our company was established in 2014 to pursue opportunities in physical asset management and draws from a rich SDM brand from as far back as 2002, which was then a pure engineering entity. At its formation, SDM AMC focused purely on an opportunity that it serviced as a subcontractor to one of the top four auditing firms. Then in 2017, we won our first solo contract. The company has since grown its footprint into national, provincial and local government, as well as the private sector, and has successfully executed projects in six of South Africa’s provinces. SDM AMC has over the years attracted some of the most experienced professionals in the asset management space. Our teams of experienced resources comprise a diversified mix between top academics, experience, gender and race, reflecting the key demographics of our society. What asset management services does SDM AMC offer? We provide holistic, end-to-end asset management solutions to organisations, with a particular focus on the entire asset management life cycle. Our vision has grown from merely assisting our clients with compliance to helping them fully optimise their asset base. Our holistic asset management approach includes assessment of the current state for optimisation, the physical verification of movable and immovable assets, compiling compliant GRAP 17 and IAS 16 fixed asset registers, the valuation of immovable property, asset classification, asset policy and standard operating procedures
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review and development, and the preparation of journals and notes for annual financial statements and audit/ CFO support. This further includes system implementation and business consulting to ensure the optimisation of the asset base, increased performance and cost-savings, among others. Besides offering general asset management consulting services for resource optimisation, SDM AMC has six operational business units: • Asset and Inventory Management • Fleet Management • Infrastructure and Facilities Management • Agriculture Consulting Services • SDM Training Academy • SDM Asset Management Software System. What are some of the most notable projects SDM AMC has worked on? Some of the key projects we’ve worked on include: • Department of Defence: We offered the client primary asset management solutions. The complexity of the client compelled our teams to assist with multiple classes of assets, including movable, heritage, work-in-progress, intangible and inventory assets, among others. • Department of Correctional Services: This client allowed us to delve deeply into inventory management in line with the department’s strategic drive towards self-sustainability and the preparation of financial reporting in line with GRAP requirements. With assistance from SDM AMC, the client obtained an unqualified-audit outcome in the AFS for the 2020/21 financial year – its first in four years. • CoGTA Mpumalanga: This niche opportunity allowed SDM AMC to partner with the client in its oversight mandate to support local government to perform at an optimum level, especially struggling municipalities. Why is it important for public sector entities to ensure their asset registers are accurate? In order for local government to fulfil its mandate of service delivery, all environments need to have accurate,
Q&A | updated and compliant asset registers. An environment that does not know what assets it has, and what their status is, usually does not fully utilise or maintain those assets – often compromising service delivery. Accurate and complete asset registers are useful not only for compliance but for the successful execution of the entity’s constitutional mandate. Assets are also directly procured using tax payer money, and when auditors find issues within the registers and financial statements, it is normally a sign of deeper challenges within the entity. The failure to comply is normally symptomatic of either a lack of capacity or some malpractices. When should government entities look into partnering with asset management specialists? We generally encourage municipalities and any organisation to take a proactive leadership approach. Reactive leadership only acts when issues get flagged through service delivery protests or by institutions such as the Auditor-General of South Africa (AGSA). The AGSA is always a very late messenger, and the damage is already done by that point. They must look at their medium- to long-term plans and identify critical gaps within their structures and the history of their performance. Ideally, they should seek help at this stage in order to always stay on a positive level rather than waiting to receive damning audit findings first. What challenges do you commonly encounter in local government entities? We have identified some critical elements that hamstring the performance of local government when it comes to asset management, such as: • v acancies in critical roles • l ack of internal resources and skills •n on-compliance to policies and standard operating procedures • time constraints • l egacy systems that are outdated •p oor asset maintenance and planning • i n some instances, overall executive and political leadership play a negative role, especially if there is political instability. Is asset management consulting an ongoing process or a shortterm intervention?
SDM ASSET MANAGEMENT AND CONSULTING
Our view and experience while assisting government entities is that asset management was rendered as a secondary function and hence received minimal SDM attention, Agricultural budget and Services skills. Asset management is not an annual once-off event to get past the audit findings. SDM It is our view Academy that holistic asset management should be an ongoing process, as it enables ongoing compliance with the prescribed standards and reporting requirements, and ensures effective service delivery – which is a key mandate of government. However, the use of consultants has never been seen as a long-term solution to government’s operational needs and has always depended on the particular circumstances. If a client has sufficient capacity, the consultant can assist on a short-term basis. In some cases, the client has limited staff and skills capacity, requiring the service provider to resolve the issues, transfer skills and have a period to monitor the progression of the client towards self-sufficiency. What key assets are normally underutilised in the municipal space and how can they be made to work harder? Several segments of assets are normally underutilised, such as undeveloped land, farms, infrastructure and fleets. If fully and properly utilised, these assets have the capability to create opportunities for local communities. SDM AMC offers resource optimisation solutions geared towards assessing the entire value chain on assets and proposing useful, effective and optimised usage of all resources to reap benefits. As an example, we offer a world-class farm optimisation service that creates space for municipalities to rejuvenate abandoned or underutilised farmland and infrastructure in partnership with communities to create wealth for everybody, potentially alleviating poverty and youth unemployment.
SDM Asset Management and Consulting Business Units
Fixed Asset and Inventory Management
Infrastructure and Facilities Management Fleet Management
Long-term solutions must include live dashboard management information and reporting systems to enhance preventative maintenance, proactive asset management and a prompt reaction to failures. SDM AMC is currently piloting this solution to its client base to enable more efficacious management and reduce strife and failures in local government. And in closing? In order for the entity, government or municipality to make transparent and defensible decisions regarding its assets, specific information must not only be available, but must be presented to the management team in such a manner that will inform the decision-making processes. Their decisions regarding the available resources, land, buildings and infrastructure have far-reaching effects. It is therefore essential that the integrity of the decisionmaking process is protected and enhanced.
www.sdmconsulting.co.za CITY OF JOBURG 2022
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SDM ASSET MANAGEMENT AND CONSULTING
SDM CONSULTING ENGINEERING AND PROJECT MANAGEMENT
The Most Compelling End-to-End Physical Asset Management and Consulting Company in Africa
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DRIVING IDP 2021 /26 IMP LE MEN T A T I ON
THE IDP RESILIENCE MODEL The IDP Resilience Model illustrates the critical steps to guide the implementation of the City’s 2021/26 IDP and Growth and Development Strategy.
he model allows for strategic choices to be made with a predetermined route in place. It intends to make implementation of the IDP flexible and scalable, reflecting the degree of urgency, complexity, innovation and sensitivity associated with long-term policy measures expressed in the 2040 Joburg Growth and Development Strategy (GDS). The IDP Resilience Model was developed as a means to unpack the GDS into realistic and achievable targets. In Decade 2, the City will ‘Realise’ and ‘Consolidate’ important work undertaken. The long-term outcomes will be achieved and the next phase of long-term strategy planning will commence. The goals of a more sustainable, liveable and resilient city would have been achieved and, importantly, the City would have made considerable progress in realising the 2040 Vision. The current steps critical to achieving this are detailed below. STEP 1: GDS Review, Launch and Mainstreaming: This step commences with the launch of the revised GDS at the start of the Term of Office. The GDS provides the basis for strategic choices to be made and reaffirm the City’s
commitment to proactively contributing to a developmental agenda underpinned by the strategic intention of Joburg 2040. STEP 2: Institutional reorientation: The institutional review will reorientate the institution in line with the intentions of the GDS. STEP 3: Cluster arrangement and organisation: The cluster arrangement according to the four outcomes of the GDS will give implementation force to the IDP and GDS by emphasising an integrated and crosscutting approach to delivering of the Vision of Joburg 2040. STEP 4: Prioritisation and critical programmatic choices: Priorities give force to critical programmes that would make a lasting impact in terms of the strategic direction of the City. STEP 5: IDP implementation: While implementation of the IDP continues as the GDS process develops, the 2021/26 IDP indicates the shifting nature of the strategic approach to implementation. After reviewing the decade from 2011-2021, high-level focus areas per remaining decade were identified. Decade 1 (2011-2020) focused on scaling up service delivery, initiating smart practices, preparing for new growth, accommodating urbanisation and the safeguarding
of Johannesburg and its people. Decade 2 (2020-2030) will concentrate on accelerating implementation and scaling up smart practices as it ties in to the goals and expectations of the National Development Plan Vision 2030. In Decade 3 (2030-2040), the City will realise its goal of being a smart, world-class African city that is resilient, sustainable and liveable. In the 2021/26 IDP, dubbed ‘Rebuilding a Resilient Joburg’, this five-year plan is centred on the following themes as captured in the IDP Resilience Model below: • Post-pandemic reconstruction • Forging new economic pathways • Upscaling societal transformation • Connecting and engaging communities and stakeholders.
Post-pandemic reconstruction In terms of post-pandemic reconstruction, this ideal is supported by Outcome 2 of the GDS, which intends to create a “sustainable city which protects its resources for future generations and a city that is built to last and offers a healthy, clean and safe environment. Johannesburg must make bold choices to protect our water, air, and soil and to manage our waste through nextgeneration infrastructure”. CITY OF JOBURG 2022
DRIVING IDP 2021/26 IMPLEMENTATION
Johannesburg will be served by infrastructure that is environmentally sustainable and that supports an economy that does not depend on coal-powered electricity and non-renewable fossil fuels. New ways of managing water, energy, waste, transport and housing, and new ways of addressing the risks of climate change, are required to realise this ideal. This ideal is premised on the fact that the City will manage resources carefully. It will ensure its actions minimise harm to the environment. It will deliver realistic services with appropriate infrastructure. Residents, in turn, will change their patterns of using water and energy to conserve precious resources and will help to build better environment.
Forging new economic pathways Forging new economic pathways supports Outcome 3 of the GDS of “an inclusive, job-intensive, resilient and competitive economy that harnesses the potential of citizens”, which implies that the economy of the Johannesburg will be productive, competitive and innovative. It will be a sought-after place in the country
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and globally for sustainable private investment, will be attractive to commercial enterprise, and will offer a diverse range of well-regulated and supported small business and trading opportunities. The ideal is premised on the fact that the city uses resources intensively to fuel economic development. Vibrant economic investment will focus on intensive job creation. All will benefit from long-term growth and prosperity built on effective, well-functioning infrastructure, information technology and communication networks.
Upscaling societal transformation In terms of upscaling societal transformation, this supports Outcome 1 of the GDS – an “improved quality of life and developmentdriven resilience for all”. A postpandemic approach seeks to ensure that the City provide the platform and conditions necessary to aid individuals and communities to move out of poverty, to a situation where they are able to improve the quality of their own lives. The City’s human and social development projects will target Johannesburg’s most deprived areas with next-generation infrastructure, for maximum impact. A wide and supportive social safety net will provide individuals and communities with short-term relief, positioning them to independently care for themselves.
This theme is premised on a vision of an inclusive city within which all residents are offered improved life chances and opportunities following the Covid-19 pandemic. In building resilience, it ensures that the city’s residents would benefit from improved health, wellbeing and life expectancy. Support from the City will enable people to make independent decisions and take care of themselves and their households. This theme is premised on a vision of an inclusive city within which all residents are offered improved life chances and opportunities. In the Johannesburg of 2040, the city’s residents would benefit from improved health, well-being and life expectancy. Support from the City will enable people to make independent decisions and take care of themselves and their households. The outcome of “an inclusive, jobintensive, resilient and competitive economy that harnesses the potential of citizens” implies that the economy of the Johannesburg will be productive, competitive and innovative. It will be a sought-after place in the country and globally for sustainable private investment, will be attractive to commercial enterprise, and will offer a diverse range of well-regulated and supported small business and trading opportunities. This outcome is premised on the fact that the city uses resources intensively to fuel economic development. Vibrant economic investment will focus on intensive job creation. All will benefit from longterm growth and prosperity built on effective, well-functioning
DRIVING IDP 2021 /26 IMP LE MEN T A T I ON A SUMMARY OF THE KEY ISSUES THAT EACH THEME EXPECTS TO ACHIEVE AND THE FIVE-YEAR IMPACT-BASED TARGETS TO ACHIEVE A RESILIENT JOHANNESBURG POST-PANDEMIC RECONSTRUCTION
UPSCALING SOCIETAL TRANSFORMATION
FORGING NEW ECONOMIC PATHWAYS
CONNECTING AND ENGAGING COMMUNITIES AND STAKEHOLDERS
Key issues to address • New-generation infrastructure • Health • Food security • Food security • Smart technology adoption • Visible and accelerated service delivery • City safety and disaster preparedness
• Adoption of 4IR, Al and intelligent systems • Conducive environment • Employment creation • Support to enterprises • Next-generation skills development • Pursuing global economic competitiveness
• Addressing poverty • Inequality • Access, to services, housing, transport • Socio-economic support systems • Social cohesion •A ddressing GBV and substance abuse
• Community-based planning •C oproduction of service delivery • S mart communication and engagement •O ne Plan, One Vision – District Development Model •P artnerships and alliance-building
Targets to achieve • 90% immunisation coverage • 10% inadequate food access • 100% household access to water • 95% household access to improved sanitation • 75% household access to legal electricity • 97% household access to weekly refuse collection • 10 000 Wi-Fi hotspots rolled out across the city • 113/100 000 Overall Crime Index
• 4% GDP growth • 15% unemployment rate • 87 546 SMMEs provided with support • 65/190 ease of doing business ranking
infrastructure, information technology and communication networks.
Connecting and engaging communities and stakeholders In terms of connecting and engaging communities and stakeholders, this theme is supported by Outcome 4 of the GDS of “a high-performing metropolitan government that proactively contributes to and builds a sustainable, socially inclusive, locally integrated and globally competitive Gauteng City Region”. Good governance requires an efficient administration, but also respect for the rule of law, accountability, accessibility, transparency, predictability, inclusivity, equity and participation.
• 0.75 Human Development Index • 40% poverty rate • 0.60 Gini coefficient
Through this theme, the City envisages a future where it will drive a caring, responsive, efficient institution focusing on progressive service delivery to enable Johannesburg’s regions to reach their full potential as integrated and vibrant spaces. This theme supports the GDS output of meaningful citizen participation and empowerment with the intention to strengthen public participation and access to government information. A strategic impact will be achieved through cross-cutting
•3 0% of residents engaged in consultative/ participatory processes •1 0% of residents involved in coproduction projects •7 0% score on Communication & Participation Satisfaction Index •1 00% institutionalisation of the One Plan, One Vision District Development Model •3 global networks
approaches to stimulate behavioural change. The City will ensure customers and citizens feel acknowledged, through a refined, shared and comprehensive customer-care approach that puts people first.
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Oxford Parks, Rosebank
Oxford Parks – an extension of Established Rosebank
EMBRACING THE VISION FOR AN INCLUSIVE CITY Situated in the heart of the Rosebank Metropolitan Node in Region B of the City of Johannesburg is Oxford Parks.
ounded by Oxford Road, Jellicoe Avenue, Bompas Road and Cradock Avenue, Dunkeld, Oxford Parks is a 300 000 m2 mixed-use development planned in partnership between the City of Johannesburg, the local community and precinct developer Intaprop. As far back as 2009, the City recognised the need to reimagine and increase land-use mix and densities in close proximity to and in support of public transport initiatives, including the Rosebank Gautrain station. This – when combined with the City’s vision to densify and optimise the use of existing infrastructure by expanding the nodes, specifically in the north-south growth corridor – positioned Oxford Parks as a major City Policy intervention. The City approved the vision, the detailed precinct plan, public realm The first phase piazza with Life Healthcare on the right and 8 Parks Boulevard on the left
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Oxford Parks is designed to create active street-level land uses, integrated, landscaped and well-lit pedestrian and cyclist pavements, and streets designed in terms of the City of Johannesburg’s Complete Streets Policy
design manual and traffic model for Rosebank’s expansion into Oxford Parks in 2014, paving the way for the commencement of the construction and development roll-out of Oxford Parks.
Intensified, integrated land use The vision for Oxford Parks, aligning with the Nodal Review policy, is to densify and intensify land use. Using a combination of traditional town planning controls and form-based codes incorporated into the respective property’s Amendment Schemes, Oxford Parks is designed to create active street-level land uses, integrated, landscaped and well-lit pedestrian and cyclist pavements, and Oxford Parks vehicle intersections allowing for secure and formalised pedestrian movement
streets designed in terms of the City’s Complete Streets Policy. Oxford Parks is strategically located and well integrated with the surrounding urban area. It is highly accessible from the local and regional road, rail and public transport networks, and is located just 6 km from Johannesburg’s inner-city apartment lifestyle districts. Construction commenced in 2017 and the brownfield development – comprising a hotel, five office buildings complete with ground-floor retail in a well-designed, pedestrian-oriented environment – has to date created construction employment for over 3 000 people. The first phase of Oxford Parks (approximately 15% of total development) has attracted companies that bring approximately 2 000 people/jobs into the Rosebank area. Once completed, Oxford Parks will increase the current non-residential floor area of Rosebank by almost 30% and has the potential for an additional 2 000 residential units.
Responsible development In support of the increase of intensity of land use, the City has entered into an Engineering Services Agreement with the developer to ensure that the supporting
services and infrastructure are being upgraded in line with development and operational requirements. This development has attracted companies who invest in ESG (environmental, social and governance) principles and are looking for city environments that reflect their investment in their staff, their concern for the environment and their social responsibility, as well as uphold the principles of good governance in a well-managed, economically and environmentally sustainable manner. Managed as a city improvement district by the Oxford Parks Management District (OXMD), Oxford Parks is aligned with best practice urban principles in terms of its mandate to incorporate ESG management into the precinct. Oxford Parks has achieved a 100% green building rating, with a 6 Star, zero-carbonrated building, four 5 Star green-rated buildings, and one 4 Star green rating. In addition, the public environment has been developed to be green rated. OXMD is tasked, inter alia, with the dayto-day maintenance, event promotion, security, cleaning and greening of the public environment, liaison with the City of Johannesburg, and the implementation of the infrastructure upgrades as provided for by its Engineering Services Agreement with the City. Rosebank, incorporating Oxford Parks, is maturing into a diverse, cosmopolitan residential, entertainment and business destination that is highly accessible, caters for an inclusive demographic population, and provides a range of housing and accommodation typologies, all at a walkable scale.
www.intaprop.co.za CITY OF JOBURG 2022
Exceeding targets In the City of Johannesburg’s 2021/22 mid-year review of its Service Delivery and Budget Implementation Plan, it was found that a number of service delivery goals had been surpassed, enabling the City to increase certain targets for the remainder of the financial year.
Number of mixed housing units constructed 2021/22 target: 1 100 Proposed revision: 2 500 Why? Developers have accelerated their housing delivery programmes and, as such, more FLISP-subsidised units will be achieved
Number of social housing units completed 2021/22 target: 257 Proposed revision: 349 Why? The increase was as a result of the Roodepoort Social Housing project, which is set to reach completion in FY 2021/22
Number of lane km of road resurfaced 2021/22 target: 56 lane kilometres Proposed revision: 70 lane kilometres Why? Previous targets were exceeded and the new targets are subject to proposal for additional budget to be approved
Number of gravel km upgraded and surfaced 2021/22 target: 5 km Proposed revision: 12.5 km Why? The City allocated budget to unfunded projects, and upgrade service-level agreements were approved
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CITY SUC C ES S ES
Number of kilometres of open stormwater drains converted to underground systems 2021/22 target: 1.5 km Proposed revision: 3 km Why? The City allocated budget to unfunded projects, and upgrade service-level agreements were approved
Number of Mayoral Izimbizo hosted 2021/22 target: 8 Proposed revision: 25 Why? In total, 25 Izimbizo/ community engagements have been hosted since the start of the financial year, far exceeding the cumulative target of eight Izimbizo for 2021/22
Percentage total electricity losses 2021/22 target: 28.9% Proposed revision: 22.4% Why? The quarterly and annual targets are to be updated on the business plan to align to the targets after budgetary approval
Number of individuals participating in e-learning programmes in City libraries 2021/22 target: 55 000 Proposed revision: 75 000 Why? The online digital literacy skills programmes are the only safe way of delivering library services to patrons and participating in the programme
CITY OF JOBURG 2022
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ASPHALT AND BITUMEN QUALITY ASSURED World-class development and testing facilities enable AECI Much Asphalt and subsidiary AECI SprayPave to offer clients consistently high product quality from design to delivery and placement.
his is no easy task, as local laboratories must conform to international best practice while also meeting the specific demands of the local industry, points out Joanne Muller, Manager: Gauteng Regional Laboratory, AECI Much Asphalt. AECI Much Asphalt’s Central Laboratory at the Cape Town head office and its Gauteng Regional Laboratory in Benoni are fully equipped for Sabita’s recently updated Manual 35 guidelines on the design and use of asphalt in road pavements. With the focus on SprayPave’s product offering, both also offer full performance grading capability on binders in line with SATS 3208:2019. To operate optimally and offer industry the best quality control possible, AECI Much Asphalt also offers testing capabilities that surpass current industry requirements on aspects such as moistureinduced sensitivity testing, as well as bond strength testing, to name a few. “We are one of three industry stakeholders capable of analysing the chemical composition of bitumen by means of a SARA analysis and one of only two with Fourier-transform infrared (FTIR) spectroscopy capability,” explains Morne Labuschagne, Technical Manager: AECI Much Asphalt. “The FTIR technology is used mainly to determine oxidation levels as well as polymer concentrations and types of bituminous binders.”
Galileo gyratory compactor
started the process immediately. The capacity that would be required was largely unknown, so many commercial laboratories in South Africa delayed the capital investment. It has become clear that more capacity is needed, and many laboratories are only now establishing this test capability.” Accelerated Sabita Manual 35 design implementation on contracts over the last two years has placed tremendous strain on the AECI Much Asphalt facilities, as there are more designs required than equipment to perform them, Muller adds. “Certain tests, such as four-point bend fatigue testing, are very time intensive, which compounds the problem.” AECI Much Asphalt has added fatigue testing devices in both laboratories to enable increased throughput and stay ahead of the curve. Four-point bending beam for fatigue testing
The company has also commissioned more gyratory compactors and vacuum-sealed devices at its production facilities in the past year to align process control and Manual 35 design activities. A new gyratory compactor at the Central Laboratory not only increases capacity in arriving at the final answer once compaction is completed, but enables observation during the compaction process, using sophisticated torque transducers built into the device. “This functionality helps us to understand the compaction behaviour of asphalt mixtures, evaluate the risk of material breakdown during compaction, and optimise mixtures for workability, for example,” says Muller.
Constantly evolving The AECI Much Asphalt Central Laboratory will commission an epifluorescence microscope at the end of April 2022, taking polymer modification to the next level in terms of product quality and process efficiency. “Global technology is always changing and improving, and our technical team continuously assesses how we can look at things differently to make the puzzle pieces fit,” says Muller. “We are currently exploring testing and the associated equipment required for semi-circular bending as a possible fatigue quality control measure, as well as binder shear ratio testing as a fatigue predictor.” In a move to expand the group’s design and testing footprint, a new laboratory is being set up at the AECI SprayPave plant in KwaZulu-Natal to complement the services in Gauteng and the Western Cape. A dynamic shear rheometer, used to characterise the behaviour of asphalt binders at high temperatures, has been commissioned here and laboratory staff are being trained. The new laboratory will be fully operational by mid-2022. FTIR microscope and ATR
Capacity squeeze Muller says industry uptake and implementation of Sabita Manual 35-based performance asphalt designs have been slow and staggered since its initial publication in 2015. “Significant capital outlay is required to gear up for these designs and AECI Much Asphalt CITY OF JOBURG 2022
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UNIVERSITY OF JOHANNESBURG
THE FOURTH INDUSTRIAL REVOLUTION:
It works for UJ
As an academic institution of excellence, the University of Johannesburg is spearheading developments at the forefront the Fourth Industrial Revolution.
or people like Robert Westwood, or a rural nurse in Limpopo, or Banele Hlengethwa from Daveyton, the Fourth Industrial Revolution (4IR) – as it is being embraced at the University of Johannesburg (UJ) – has a meaning far beyond anything they could have imagined. It’s not just that it’s making their own lives and work better and more productive but, above everything else, it’s providing tangible improvements in the lives of others.
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Virtual training, real expertise When Robert Westwood was called out as an emergency care practitioner in the wind and rain to rescue a German tourist who had fallen 15 m on the Kingfisher hiking trail at Wilderness, despite the inaccessibility of the location and the extremely adverse weather conditions, he knew exactly what to do. When he was lowered into the crevice where the injured man was lying with his pelvis splintered, his body temperature plummeting and his level of consciousness slipping, Robert
was drawing on all the thorough and extensive simulation training that he had received while studying for his Bachelor of Health Sciences degree in Emergency Medical Care at UJ. Among all the other exercises and technology that Robert was exposed to, he had also been among the first cohort of students to spend a full weekend at the Gariep Dam where rescue missions were simulated with combinations of aviation, small-boat rescue and the use of a fully equipped temporary hospital set up specifically for the training.
P ROFILE | And it was there that he learnt how to build the high-angle system he used in Wilderness to lower himself and his partner down to the injured hiker. Simulations include the use of drones, GoPro cameras and high-tech command posts. There are mannequins so sophisticated that they can breathe, bleed, cry and vomit, or vibrate if they are experiencing a seizure, and they can respond immediately to any real medication administered intravenously. With this kind of state-of-the-art 4IR technology at UJ, the use of simulations is proving not just effective – but lifesaving – in real emergencies.
Artificial intelligence, real diagnosis Meanwhile, for that nurse in rural Limpopo, who for the first time is confronted with a young woman presenting with a painful lump in her breast, what would have been a complex and dangerous situation fraught with inexperience, delays and frustrations, will be capable of resolution within minutes. Despite a lack of specialist training, and the distances and time-lags involved if the young woman were to have to seek a diagnosis from a radiologist and oncologist, all the Limpopo nurse needs to do is to upload the information to the database being built by Professor Qing-Guo Wang at UJ’s Institute for Intelligent Systems. This system makes use of artificial intelligence (AI) to produce accurate, immediate diagnoses from an analysis of the 20 000 cases from the archives of the Charlotte Maxeke Academic Hospital that have been placed in the database. With a PhD in industrial automation, Professor Wang is an internationally
UNIVERSITY OF JOHANNESBURG
UJ is driving 4IR solutions that are nothing short of revolutionary in the provision of primary healthcare renowned researcher in multiple engineering-related fields. He is passionate about exploring ways in which AI can advance technology and improve services so that people can access a better quality of life. For the many millions of South Africans like the young Limpopo woman, who don’t have medical aid or easy access to medical expertise and specialists, remote diagnostic systems – like the one being developed at the Institute for Intelligent Systems – can literally save lives. They can dramatically circumvent the need to wait weeks or months to see a doctor in the public health system, and completely eliminate the often lengthy, expensive and uncomfortable journeys required to get essential and authoritative initial help. Even for a nurse with only rudimentary training, a full, accurate and timely diagnosis will be possible. It’s nothing short of revolutionary.
Digital work, real employment And a revolution is what has happened in the life of Banele Hlengethwa, a 25-year-old diesel mechanic graduate who had worked part-time in retail and promotions during his student years, when he was recruited as a fieldworker in a Quality of Life Survey being conducted by UJ’s Process, Energy and Environment Technology Station (PEETS). One of the university’s most advanced such surveys, it made use of an app that had been developed at PEETS so that it could geolocate the fieldworkers, time the questionnaire process, and identify any misleading or fraudulent responses or activities. With automated quality control processes eliminating errors and discrepancies, the result was an
authentic, reliable and dynamic set of data on which the Gauteng City-Region Observatory could rely. Banele’s leadership qualities quickly brought him a role as a facilitator, then, in succession, positions as a quality distribution agent, assistant in logistics planning and map population, and finally, as a supervisor. Learning about the quality of other people’s lives through state-of-theart 4IR technology has dramatically changed the quality of his own. In 2018, Banele started Yenzokuhle Social Enterprise and Skills Village, with the aim of addressing issues such as crime, gangsterism, alcohol and drug abuse, and teenage pregnancies in his community. And at the core of it all is the 4IR technology he learnt to work with through his association with UJ through PEETS.
Reimagining tomorrow As a leader in academic thought and research in Africa, UJ has embraced the technology that is shaping our future, not just on our continent, but globally. And it’s doing this in myriad ways – applying it in both teaching and learning, using it to advance not just ideas, but skills, expertise and capacity. People everywhere will be able to see real benefits and a meaningful and positive change in their lives, both as developers and recipients, of everything that 4IR has to offer.
uj.ac.za/4IR CITY OF JOBURG 2022
JOBURGERS We wouldn’t be 100 without you Celebrating a century of excellence
Wits graduates have left a legacy for future generations since 1922. Our university has nurtured intellectuals and innovators, discoverers and originators, problemposers and problem-solvers, activists and artists, critical thinkers and thought leaders. Over these 100 years, Wits University has prepared generations of scholars to address the challenges of the future. Joburgers have played, and continue to play, a tremendous role in making Wits great, for which we thank you. We are proud to call Joburg our home, and honoured to have you walk with us. Join us on our journey into the next century where we will continue to change the world for the better; for the advancement of our society and for the good of future generations.
Wits. For Good. www.wits100.wits.ac.za
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UNIVERSITY OF THE WITWATERSRAND
“Wits is a national treasure that occupies a special place in the hearts and minds of South Africans. It makes a disproportionate impact in society in multiple spheres. We will continue to use our intellectual prowess, social leadership and innovation to tackle the complex problems of the 21st Century – be it the climate emergency, inequality, pandemics, the future economy, or ensuring better healthcare for all for the next 100 years.” – Professor Zeblon Vilakazi, Vice-Chancellor and Principal, Wits
its celebrates 100 years of academic and research excellence, innovation and social leadership in 2022. Its roots are inextricably linked to the development of the City of Johannesburg, the mining industry and the advancement of the South African economy and society. It was granted full university status in March 1922 and was officially inaugurated on 4 October 1922. Over the past 10 decades, Wits has developed the high-level and scarce skills required to move South Africa and our economy forward. “We have made spectacular discoveries, developed worldfirsts, nurtured generations of students, created new knowledge, and developed innovation with global impact,” adds Vilakazi. “But we are only successful thanks to the efforts of our committed staff, leaders, social partners, and with the support of our friends, alumni, donors and funders.”
Centenary Campaign Wits has launched the Centenary Campaign, which aims to raise R3 billion to support teaching, research and innovation, infrastructure development, and students. The priorities are: driving digital transformation; ensuring better healthcare for all; solving climate and other global challenges; catalysing
YEARS of excellence
innovation and entrepreneurship; advancing society, governance and justice; future-proofing our national treasures; developing the next generation of leaders; and energising alumni support. A series of events is being planned that will reach its climax in a Homecoming Weekend from 2 to 4 September 2022, closer to Wits’ official birthday. During this weekend, Wits’ galleries, museums, centres and campuses will be open to the people of Johannesburg. Alumni reunions, concerts, parades and sports tournaments are planned to take place throughout the year and will culminate in September 2022. Visit the Wits Centenary website for details at wits100.wits.ac.za.
Over 200 000 illustrious graduates Over 200 000 illustrious graduates and many other Witsies have walked through Wits’ halls, inspired change, and left an indelible mark on society. These are the critical thinkers, creators, originators, discoverers, problem-posers and -solvers, and innovators who continue to influence all spheres of society. “These are Witsies who stand up and stand out – not
for themselves, but for others – to secure our collective futures. These are the curious people who seek new knowledge, who ask questions, and who search for answers. They are the ones who stand up for social justice and pursue the truth. They have a passion for progress, empowering others and changing the world for the better,” elaborates Vilakazi.
Beyond 2022 There are three core areas that Wits will bolster as it transitions into the next century: developing excellent graduates who advance society, conducting worldclass research and fostering innovation, and using its location to lead from the Global South.
Join the #Wits100 journey “Turning 100 is an extraordinary milestone for this great university, and I invite you to celebrate this momentous year with us. For over 100 years, we have walked – and we still walk – with purpose. Every step takes us forward as we create new knowledge, as we shape our city, country and the world for the next century, for good. Let us walk this journey together and continue to build Wits’ legacy for the next 100 years,” concludes Vilakazi. CITY OF JOBURG 2022
The City of Johannesburg is working to become smarter – in how it engages with its stakeholders and, more importantly, in how it operates and makes plans in this new, tech-driven global environment. With so many moving parts, the City has identified and implemented a number of programmes to help it realise a smart future.
Unlocking its smart potential
nlocking the potential embedded in developing cities will in part depend on municipalities tapping into the technological innovations at the heart of the unfolding Fourth Industrial Revolution (4IR). The City of Johannesburg has developed and
CITY OF JOBURG 2022
is undertaking various plans and programmes to help realise the reality of a smart city. Through the City’s Digital Joburg and Smart Governance programme, it seeks to establish a solid footprint of Joburg as a global city that operates on a 24/7 basis, and one that is at the forefront of digital transformation in South Africa
and the African continent. A smart city is a convenient one. This means travelling long distances and having to stand in long queues for services should be phased out in Joburg through the digitalisation of most municipal services. The City intends to deploy cuttingedge technologies such as AI, data analytics and others to solve service
SMART C I T Y
delivery challenges without taking away existing jobs but, instead, freeing up employees from repetitive manual tasks to gain additional skills to equip them to function in a more technologyintensive environment. This programme will further enhance the governance processes of the City by making decision-making data easily available for decision-makers, oversight bodies and the community. A key aspect of this is developing data management capabilities, and making it possible for communities in particular to have the means to interact and participate in governance processes through digital platforms, as well as through information being easily available through a range of communication platforms. The City also seeks to increase access of government services to residents via e-government digital platforms and citizen portals that are zero-rated (data-free). In addition, a capability should be developed to make it easier to identify and verify the City’s customer base, and to know who the citizens and businesses, along with their requirements and usage patterns. Through automation, the City aims to speed up turnaround times for redundant services such as permits, registrations, deeds, patient records, book loans at libraries even after-hours, and other repetitive tasks. Developing local digital hubs and kiosks for citizens
without access to their own digital resources to engage the City is also a priority.
Smart spaces The Smart Integrated Nodal Economies, Services and Spaces programme seeks to promote the inclusive and equitable spatial development of Johannesburg and its economy. This programme includes mega spatial projects, as well as smart economy, smart tourism, smart nodes and beautification interventions in the city, including the inner city and CBD. Special focus is being placed on renewal areas that include Lenasia and Kliptown, the Lanseria Smart City, the expansion of the Braamfontein and Auckland Park digital corridor, and the revival of industrial hubs. The development of township economies through township economic hubs and special economic zones is a priority to accelerate inclusivity, equity and liveability across all segments of Johannesburg. Promoting investment opportunities to the private sector and attracting donor funding will be central to making this programme a success. It will also require a radical rethink about the city’s spatial economy – in particular, how each region should be developed, what its contribution is in the overall development of the city, and analysing each region’s comparable CITY OF JOBURG 2022
SMART CITY and competitive advantages to optimise GVA performance. This needs to be supported by a progressive and equitable funding approach that is based on a combination of basic needs and economic competitiveness. Through leadership by the public sector, the City seeks to encourage the private sector to invest in areas that are normally considered as having low potential for high returns on investment – such as townships – and thus contributing towards the economic development of marginalised areas. Municipal policies and budgets are also to be used to incentivise economic development in these previously neglected areas, and to empower youth, women and people with different abilities. The redevelopment of areas such as Alexandra – and the development of other marginalised areas such as Diepsloot, Ivory Park, Zandspruit and the Deep South – will require imagination, leadership and bold decision-making. This is because these areas continue to represent the face of apartheid and,
even more importantly, the growing inequality between the poor (who are mostly found in these areas) and the rich. These areas are also home to a large population living far from the inner city and facing greater unemployment and poverty simply because of their location. Megaprojects like Lanseria, the redevelopment of Alexandra, and the development of economic nodes in the south (Soweto, as well as the LenasiaProtea Glen corridor, and extensions to the Randfontein and Kagiso corridors) and Deep South may serve as potential pilot projects for various smart technologies. This could include the deployment of 5G, as well as other technologies, and the creation of further digital hubs/special economic zones. The City believes that mega tourism projects, including theme parks, should be investigated and developed, especially in large open areas found in the south or west of the city, as well as in the inner city, to develop new tourist attractions. Paris has the Eiffel Tower, the Louvre and the Champs-
The City of Johannesburg intends to deploy cutting-edge technologies such as AI, data analytics and others to solve service delivery challenges without taking away existing jobs but, instead, freeing up employees from repetitive manual tasks to gain additional skills to equip them to function in a more technology-intensive environment
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Élysées, while New York has Central Park and Time Square – all of these being developed over time to create iconic tourist sites. The City believes there is significant room to develop and package attractions beyond hotspots like Soweto and the Apartheid Museum. The revitalisation of the Inner City and other CBDs on the other hand has already contributed to the positive sentiment about working, living and playing in the inner city and its extensions – e.g. areas east of the Carlton Centre into Maboneng. The development of the NewtownFordsburg-Braamfontein triangle could be given a major boost if the proposed railway decking project were freshly reviewed, which could result in another potential megaproject right on the south-western edge of the inner city. This could boost the development of the Braamfontein digital hub, provide a new area for the expansion of Wits University, and further strengthen the integration of the Newtown-Fordsburg-Braamfontein triangle, and its link with Auckland Park.
SMART C I T Y On the other hand, the growth of the digital economy, and the new opportunities opened by the ‘new normal’ have immense potential for the development of township economies. These opportunities should be mobilised and harnessed in favour of the youth, women and the differently abled. This could require the mobilisation of these targeted beneficiaries into massive digital or 4IR skills development, including the introduction of STEAM subjects in schools (supported by the City through it e-Learning Programme), and the expansion of job placement opportunities, including repurposing public employment programmes, youth service and skilling unemployed graduates. The City seeks to facilitate the development of more liveable and economically vibrant townships and informal settlements by promoting and incentivising the development of high streets (such as those found in vibrant neighbourhoods like Greenside, Maboneng, Melville and others), with
SPOTLIGHT Lanseria Smart City Project During his 2020 State of the Nation Address, President Cyril Ramaphosa outlined a new post-apartheid smart city in Lanseria that will become home to up to 500 000 people over the next decade. As the Lanseria Regional Spatial Development Policy prepared in 2017 makes clear, the Lanseria area represents one of the most significant regional development opportunities in Gauteng and provides an opportunity to create the first genuine post-apartheid urban node in South Africa at scale. This important development initiative lies within the jurisdiction of three municipalities, these being the City of Johannesburg, City of Tshwane and Mogale City in Gauteng, and Madibeng Local Municipality in the North West province. This initiative will require the collaboration of all three spheres of government as led by the Presidency, state-owned enterprises, development agencies and the private sector. This must be achieved despite the recent history of coordination challenges driven largely by Lanseria’s position at the urban edge of three different municipalities, none of which are in a position to fund the necessary bulk infrastructure and institutional framework within the timeframes required. There are many development applications needed to collectively represent the building blocks for a new city node, underpinned by a range of economic development activities focused on the green and blue economy, tourism, agro-processing and logistics. The process to develop the new Lanseria City node has required a range of coordination processes that include: • lnnovative financing that matches future flows of funds, which can be responsibly encumbered to collateralise the upfront cost of bulk sewerage, electricity, water, road and fibre networks. • An infrastructure master-planning process that can consolidate all the detailed technical planning work towards Lanseria as a city node done by various parties to date – including the various property developers with applications pending within the area defined for the new urban node, the four municipal governments within which the area of the proposed node falls, the Gauteng and North West provincial governments, and national agencies with transport infrastructure mandates. • An economic master-planning process to integrate all the potential economic development activities that will underpin the sustainability of the new city node. • A coordination mechanism that can phase the work required into a coordinating structure for the new city node, analogous to a city improvement district but on a larger scale. Source: City of Johannesburg District Development Model – Metro One Plan
superfast and affordable broadband, the beautification of these areas, and by ensuring that there is reliable power and water supply, as well as broadband (including 5G). This will require the rethink of the use of urban redevelopment grants, and other incentives from national government in favour of such areas.
Smart mobility Through its Smart Mobility programme, the City seeks to develop an effective, efficient and green public transport system throughout Johannesburg that is comparable to other major global cities. The goal is to drive the evolution of public transport to include hybrid and electric powered vehicles, low-emissions vehicles, cycling and walking corridors,
and the integration of pre-existing modes of public transport such as Metrorail, the Rea Vaya BRT, Metrobus, and mini-bus taxi services. Technologies that enhance customer satisfaction include, among others: integrated modes and ticketing; smart, safe, clean and digital stations; and smart digital information boards and signage. There is also a need to build greater efficiencies, safety, reliability and cost-effectiveness into mobility networks. Through its various smart city pillars and the corresponding catalytic programmes, the City of Johannesburg seeks to develop a strong foundation upon which the municipality and its residents can guarantee their 4IR future and live in a City that inspires them to live, work, stay, pray and play. CITY OF JOBURG 2022
Delta Property Fund (‘Delta’ or ‘the Company’) is the only specialist real estate company listed on the Johannesburg Stock Exchange that specialises in office accommodation in nodes attractive to government and state-owned enterprises.
YOUR STRATEGIC PARTNER FOR QUALITY OFFICES
he Company is black managed and has level 1 B-BBEE contributor status which is the highest in the sector. This means tenants receive a 135% procurement recognition as a result of Delta’s empowerment status. With a portfolio consisting of almost one million square metres of lettable
CITY OF JOBURG 2022
space, Delta is represented in all nine provinces, with specific concentration in key CBD nodes in Tshwane, eThekwini, Pietermaritzburg, Cape Town, Polokwane and Nelspruit. To entrench itself further in the market, Delta has launched an extensive refurbishment and upgrade programme across its portfolio to
ensure that the Company meets and exceeds tenants’ expectations and all regulatory compliance measures. These upgrades include new lifts, air conditioning, ongoing health and safety compliance as well as water storage and energy saving initiatives. Tenant installations and specialist fit-outs are done in line with tenant
P ROFILE | specifications and negotiated based on the size of space and the duration of the lease. Delta is differentiated from other landlords in the sector by its dedication to building strong, strategic long-term relationships with its tenants, ensuring an exceptional user experience. The Company’s commitment to superior service and delivery throughout the lease period positions it as a partner of choice for tenants seeking quality office accommodation in attractive CBD nodes, supporting public service delivery, inner-city upliftment and sustainability.
Leading the pack In February 2022, Delta’s board of directors appointed Mr Siyabonga Mbanjwa as CEO of the Company, tasked with leading Delta into a new era in collaboration with key tenants, investors and other stakeholders. Mr Mbanjwa is a seasoned property and infrastructure executive with over 24 years’ construction and commercial real estate experience.
Delta is differentiated from other landlords in the sector by its dedication to building strong, strategic long-term relationships with its tenants, ensuring an exceptional user experience
DELTA PROPERTY FUND
Our aim is to be known as a partner of choice for tenants seeking quality office accommodation in attractive CBD nodes. A key focus area for us is to build strategic relationships with our tenants, which we can only achieve by delivering against our commitments.” - Mr Siyabonga Mbanjwa, CEO
He has strong on-site construction management experience in civil engineering and building projects, as well as construction project management and exposure to largescale commercial, retail and industrial property within a listed environment. Mr Mbanjwa commented: “Market trends indicate that corporates are increasingly considering smaller head-offices, preferring to accommodate most staff in strategic CBD nodes that are closer to transport infrastructure. This allows them to cut down on office rental overheads as well as travel time and costs for staff. “To this end, Delta is well positioned to assist tenants looking for corporate office space such as call-centres or even educational or healthcare facilities with quality accommodation at negotiable rates.” The Company’s retail portfolio is largely based on the ground-floor levels of its corporate office buildings, with tenants benefitting from high trading densities and footfall. Founded in 2002, Delta will celebrate 10 years of being listed on the JSE Limited this year. “Despite the challenges that the sector and Delta faced recently, I
emphatically believe that there is a huge opportunity for us all to build a Delta that will continue the original intentions of its founders, by being a pioneer in nurturing and developing Black property talent. “Our aim is to be known as a partner of choice for tenants seeking quality office accommodation in attractive CBD nodes. A key focus area for us is to build strategic relationships with our tenants, which we can only achieve by delivering against our commitments,” concluded Mr Mbanjwa. For leasing enquiries, contact email@example.com or 087 803 3582.
CITY OF JOBURG 2022
17 Harrison Street
Chambers of Change
CO VI D- 1 9
OF A PANDEMIC
The unprecedented Covid-19 global health crisis severely impacted economies around the world, and the City of Johannesburg was no exception.
ccording to the UN’s World Investment Report 2020, the Covid-19 crisis had instantaneous effects on foreign direct investment (FDI) and will have possibly long-lasting consequences, especially for developing economies. The abrupt shock on the supply and demand side, combined with policy reactions to the crisis around the world, triggered a series of effects on FDI.
The intensity of the pandemic was felt in 2020 when the transmission levels were at their highest. However, as restrictions eased, operations resumed, economies started to show glimpses of recovery. But towards the end of 2020, countries started experiencing a surge in new cases called the second wave. Governments started implementing restrictions to limit the impact of the second wave and this further adds to challenges to the global economy. Furthermore, the physical closure of business sites, manufacturing plants and construction sites to “contain the spread of the virus caused immediate delays in the implementation of
investment projects. Some investment expenditures continue (e.g. the fixed running costs of projects), but other outlays are blocked entirely”.
Impacts on FDI The pandemic has led investment promotion agencies such as the Trade and Investment unit of the City to drastically lower their expectations for the attraction of new foreign direct investment (FDI) projects as a result of the restrictions imposed by the various economies aimed at limiting the spread of the Covid-19 virus. Digitisation has enabled the continuation of engagements with investors although to a limited extent,
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COJ SHORT-TERM RESPONSES TO COVID-19 Reorganisation and innovation The Trade and Investment Unit of the City of Johannesburg’s Department of Economic Development was instantly impacted by the crisis in conducting business as usual. As with many other organisations, it had to switch to remote working arrangements overnight, and faced various organisational, IT and management challenges. This further meant cancelling physical investor visits, events, exhibitions and missions – critical components of image-building and lead-generation efforts. The unit embraced the use of digital tools for investment engagements and is leading the way forward in this space. Focus on retention of existing investors and information provision The nature of services provided by the Trade and Investment Unit has changed by shifting away from promotion to intense aftercare services. The unit immediately scaled down its lead-generating activities, focusing on engaging and maintaining contact with existing investors in the City, informing them about government programmes, helping them to cope in dealing with the crisis, and supporting their ongoing investments or operations. Business continuity and a problem-solving approach became the main drivers of engagements with investors. Emphasis was also placed on assisting investors with the maintenance of supply chain relationships with various stakeholders. Focus on alleviation of bureaucratic processes Investors engaging with the City can be assisted through the Trade and Investment Unit to ensure that they are able to focus on their projects instead of on processes of the City. In the implementation of this, the Department of Economic Development finalised the terms of reference for an Investment Tracking and Prioritisation Committee, which aims to fasttrack investment project approvals.
especially regarding the engagement of new investors. The question of where to access relevant information is often raised and, in response, investment promotion agencies have developed and empowered their own websites and portals in order to better reach potential investors. The countries that have been the hardest hit by the pandemic are anticipating a 40% drop in investment whereas those less hard hit expect no significant change in investment. The impact, although severe everywhere, varies by region. Developing economies are expected to see the biggest fall in FDI because they rely more on investment in extractive and GVC-intensive (global value chain) industries, which have been severely hit, and because they are not able to put in place the same economic support measures as developed economies. There’s a shift in the sectors of focus as a result of the pandemic, necessitating a relook at investment strategies and the prioritisation of sectors from the City. This will be done in line with Economic Reconstruction and Recovery Plan of the City of Johannesburg. Investment flows are recovering in 2022, led by GVCs restructuring for resilience, the replenishment of capital stock and the recovery of the global economy. The invasion of Ukraine has, however, again caused some concern and instability on the global markets, with a knock-on effect on food, fuel and fertiliser prices – most acutely affected developing nations.
Impacts on tourism With the world having faced, and still facing, an unprecedented global
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CO VI D- 1 9 health, social and economic emergency with the Covid-19 pandemic, some industries took the brunt of its effects. Travel and tourism have been among the most affected sectors, with airplanes on the ground, hotels closed, and travel restrictions put in place in virtually all countries around the world. In an unprecedented blow to the tourism sector, the Covid-19 pandemic cut international tourist arrivals in the first quarter of 2020 to a fraction of what they were a year before. In fact, the available data points to a double-digit decrease of 22% from December 2019 to March 2020, with March arrivals down by 57%. The outbreak of the pandemic left no corner of the globe unscathed, emerging in countries such as the UK, USA, China, Spain, Turkey, France and Germany, as well as Kenya, Nigeria and Mozambique –all core markets for the tourism and hospitality sector in Johannesburg. While still at a rather fragile recovery stage, international tourism to our shores has started
KEY INTERVENTIONS The City of Johannesburg’s Department of Economic Development identified four steps to militate against the effects of Covid-19 on foreign direct investment: I. Investment Attraction II. Facilitation III. Retention IV. Aftercare
COJ MEDIUMAND LONG-TERM RESPONSES TO COVID-19
improving, although it is clear that no one is out of the woods yet, with further unknown variants and waves of infections likely to present themselves in the months to come. China’s recent city-wide shut down in Shanghai offers a stark reminder of how seriously the global authorities and public may yet need to take Covid-19 for a time to come. There is a high level of uncertainty and the sector’s numbers make for by far the worst result in the historical series of international tourism since 1950, putting an abrupt end to a 10year period of sustained growth since the 2009 financial crisis. Tourism has a proven capacity to bounce back and drive the recovery of other sectors as it contributes directly – and, through its multiplier effect, also indirectly – to global job creation and economic recovery. Past crises have shown tourism’s capacity to bounce back strongly and quickly after external shocks. Mitigating the impact of the crisis and stimulating tourism recovery can pay massive returns across the whole economy.
Digitisation The response to Covid-19 resulted in an acceleration towards the greater digitisation of operations. First, many services provided in person may need to be provided digitally in the medium to long term. As direct visits were, and may still be, cancelled and lead generation via traditional means rendered more difficult, digital capabilities allow the City to continue servicing and attracting future clients. This will require access to different information and communications technology tools. The Trade and Investment Unit is finalising the implementation of an online portal that will be used to interface with existing and prospective investors. Online submissions of building plans are also now possible, eliminating the need for clients to physically visit the City to submit these. Focus and prioritisation of new sectors The changed economic dynamics require a revision to the lists of prioritised sectors, in order to take full advantage of the sectors that have remained resilient or those that have emerged. The pandemic has highlighted that there are sectors that are now presenting an opportunity, such as healthcare as well as food and beverage. There are various new opportunities available related to supporting startups, matchmaking of foreign investors with domestic firms, and capacitating SMMEs to take full advantage of the diversifying GVCs.
Affiliated to the following associations:
DITLOU CONSULTING Headquarters: Unit 4, 5th Dimension 14 Escallonia Street, Montana Park, 0182 Tel: 012 548 0196 Email: firstname.lastname@example.org
DITLOU CONSULTING always strives to meet the following objectives:
Our areas of expertise include: • Architecture • Civil Engineering • Electrical Engineering • Mechanical Engineering • Quantity Surveying • Structural Engineering • Town Planning
• T o promote professional excellence through dedication and provision of innovative and appropriate solutions • To continuously liaise with the client and beneficiary communities, ensuring their maximum participation and involvement in projects • To transfer skills and impart knowledge to beneficiaries and communities within which the projects are undertaken • To always complete our projects on budget and within project duration • To conduct our business with honesty, integrity, respect, excellence, diligence, openness and fairness • To have a wellbalanced approach to development taking all relevant environmental aspects into consideration, which also seeks to protect, preserve and enhance the environment • To treat all our suppliers fairly and professionally according to sound and legal business practices
P R OF I L E |
Solutions that improve lives Ditlou Consulting was founded in 2003 as a consulting firm specialising in civil and structural engineering but has since evolved into a multi-disciplinary infrastructure consulting company.
he company is led by CEO Otshepeng Ranamane and COO Poppy Nkambule, who are both professionally registered engineers with the Engineering Council of South Africa (ECSA). Under their leadership, the company boasts a dynamic team of highly qualified professionals, who are registered with their respective organisations, including ECSA, SACAP (South African Council for Architectural Profession), SACPCMP (South African Council for Project & Construction Management Professions), SACPLAN (South African Council for Planners), and SACQSP (South African Council for Quantity Surveying Profession).
Solving problems Ditlou Consulting’s core purpose is to solve community problems – with a focus on improving the lives of South Africa’s citizens through the provision of sound technical solutions. The company aims to uphold client satisfaction by ensuring that it provides the best-quality solutions, which are also cost-effective and delivered in a timely fashion with a positive attitude. Over the medium term, the company’s goal
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is to be regarded as the best firm in its field locally. Over the long term, this goal extends to Ditlou Consulting achieving the same feat internationally.
Major clients Some of the company’s main clients are public sector clients ranging from metropolitan municipalities such as the City of Tshwane, City of Ekurhuleni, City of Johannesburg and its subsidiaries, to smaller local municipalities such as Midvaal Local Municipality, Madibeng Local Municipality, Moretele Local Municipality, Mogale City Local Municipality, Thembisile Hani Local Municipality, Maluti-a-Phofung Local Municipality, Nkangala District Municipality, and Thabazimbi Local Municipality. Provincial government clients such as the Gauteng Department of Infrastructure Development (GDID) and the Gauteng Department of Roads & Transport (Gautrans) also form part of a large array of clients that the company serves.
Notable projects Ditlou Consulting has been involved in over 60 notable projects spanning
the breadth of the civil engineering field since it was founded. Currently, it is delivering work on a number of projects, with some of the most notable ones listed below. For the Housing Company Tshwane, Ditlou is currently involved in the Social Housing Development at Chantelle Ext. 39, Pretoria, which is valued at R354 million. Also within the Tshwane region, work is being undertaken for the City on a Social Development Centre, which is being constructed in the Winterveldt area, at a project value of some R55 million. Elsewhere in Gauteng, Ditlou is working on the implementation of the Legislature Building at Duduza Customer Care Centre for the City of Ekurhuleni. This project is valued at R37.5 million. In providing services for the Johannesburg Social Housing Company, Ditlou is involved in the R193 million de-densification of hostels and informal settlements at 2 077 Roosevelt Street in Alexandra, Region E. On the province’s West Rand, the firm is currently widening Robert Broom Drive in Krugersdorp for Mogale City Municipality. This second-phase project is valued at R18 million.
STRATE GIC P RIO RI T I ES
Joburg turning it up to 11 In working towards realising a brighter future for all, the City of Johannesburg has identified 11 Strategic Priorities to serve as a guiding framework for its planned interventions and policies.
Minimising the impact of Covid-19 (and future pandemics)
Good governance Financial sustainability
Integrated human settlements
Sustainable service delivery
Active and engaged citizenry
Job opportunity and creation
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+27 (0)71 763 4483 +27 (0)87 701 6314 email@example.com www.m-iafrika.co.za
CIVIL ENGINEERING AT ITS BEST
GENERAL BUILDING OFFERINGS Low Cost Housing – Construction & Management Low to Medium Cost Housing Developments Urban Services including Sewer & Stormwater Reticulation Government & Private Education Infrastructure Student Accommodation Development & Construction General Building Public Transport Facilities
CIVIL OFFERINGS Road Construction (Gravel to Surfaced) & Maintenance Bulk Earthworks including Platforms & Terraces Urban Services including Sewer & Stormwater Reticulation Embankment Protection, Gabions, Culverts & Stone Pitching Plant Hire Bridge Construction & Freeway Expansions General Building Reservoirs
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P ROFILE |
MAYIBUYE I-AFRIKA TRADING
Quality that comes first Mayibuye i-Afrika Trading is a construction company that delivers high-quality, reliable construction services for public and private sector entities.
s a fully licensed specialist in all facets of building maintenance and refurbishment, programmed maintenance works and other specialised works, Mayibuye i-Afrika offers a significant difference as a service provider to its clients. Among the various key success factors in this regard are the company’s knowledge of business as professionals and leaders, who always strive to ensure that clients are well supported and backed to meet their project goals and continued success. The construction firm sets extremely high standards for itself and has internally prioritised efforts to develop and maintain high-quality professional service, with the end goal being that Mayibuye i-Afrika adds value to every project it takes on, and for every client it services. The company’s principals have a vast amount of collective experience in the construction sector, which ensures the highest of standards for safety, quality and integrity. Dedicated to excellence, the firm utilises innovative building construction, maintenance and renovation skills to change and improve the way projects are designed, managed and built.
Mission With a mission to infuse the marketing concept in all its business units, Mayibuye i-Afrika aims to create a brand that is synonymous with a high level of customer service and quality standards, while representing the excellence that can be embodied by black-owned businesses, not only in South Africa but throughout the entire African continent. This is all underpinned by a definitive contribution to the improvement of human lives.
Vision Mayibuye i-Afrika has set a company vision to be the most sought-after contractor for any project in which meeting the challenges of execution, safety and schedule sets it apart from its competition. Mayibuye i-Afrika is not just a construction company – it is a dedicated team striving to bring growth to its communities, helping to maintain companies that it has the opportunity to work with, and assisting its clients with making their dreams become a reality. The company also envisions that it will be a pace-setter in infrastructure development across the Southern African region in the years to come.
Laurence Ndlovu, Contract Director, Mayibuye i-Afrika
Project footprint Mayibuye i-Afrika has completed over 50 projects since its founding in 2009, for clients and partners in both the public and private sector, across the breadth of South Africa. In recent years, the company has worked extensively with public entities in the City of Johannesburg, which includes work on projects such as the Rea Vaya BRT system, stormwater reticulation in parts of Soweto, and public environment upgrades in Diepsloot, among others.
Certifications As a member of various respected industry associations, Mayibuye i-Afrika Trading is among the leaders in the industry with relevant certifications and memberships. The company has been graded with the Construction Industry Development Board as an 8CE PE contractor, which allows it to carry out construction works under 7GB PE. CITY OF JOBURG 2022
One day in Johannesburg, and already the tribe was being rebuilt, the house and soul being restored.” – Alan Paton
COMMITTED to ensuring
Water scarcity across South Africa is a real threat to stable water supply. Add to that a burgeoning urban population and ageing infrastructure, and it becomes clear that an effective water In terms of managing the strategy with actionable City’s water plans is vital for the services, key programmes were City of Johannesburg. implemented during
ater security is one of the biggest challenges facing the City and the country as a whole. The City is the largest consumer from the Integrated Vaal River System. Although the City is currently implementing the Water Conservation and Demand Management Strategy, alternative water sources need to be explored, to avoid a situation where the demand exceeds the supply, as was nearly the case in recent times in Cape Town and Gqeberha.
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the 2020/21 financial year to address the various challenges. These interventions include the below:
Review of water services by-laws Since 2019/20, the City undertook a review of its water services by-laws. This project continued into the next financial year. The Mayoral Committee approved and noted the report and public participation took place in February 2021.
Review of the sanitation policy This project comprised the review of
the existing sanitation policy of the City of Johannesburg. The key thrust of this project were as follows: • to ensure that the City’s sanitation policy is aligned with the Water Services Act (No. 108 of 1997) and other relevant by-laws within the City – e.g. public health by-laws • to ensure that the City’s sanitation policy provides solutions that keep up with adaptable sanitation technologies and sectorial developments, as proposed in the 2017-2021 IDP and Growth Development Strategy 2040 objectives of sustainable and ecoefficient infrastructure solutions and green sanitation systems • to ensure that the City’s sanitation policy aligns with the national policies and regulations • to ensure that the City’s sanitation policy aligns with the National Development Plan, provincial plans and implementation strategies by
WA T ER the Gauteng City Region Water and Sanitation Forum. The review of the sanitation policy was completed.
Development of Water Security Strategy
For Johannesburg Water, the Covid-19 pandemic placed additional strain on declining payment levels as well as the increased provision of services in marginalised areas where there is an ever-increasing demand for additional water and sanitation services. The integrated response to the outbreak saw the following initiatives implemented for FY 2020/21: Two additional water teams and an additional sewer team were in place on day shift on Saturdays and Sundays to attend to water bursts to limit the time of water interruptions and attend to sewer blockages to limit pollution. Additional water tanker services were deployed in high-risk areas such as informal settlements, homeless shelters and malls. This was done to promote hygiene in the areas to limit the spread of the virus. The loading ratio per chemical toilet was improved from 11 households to 10 households per chemical toilet in the informal settlements. This was done to improve hygiene related to sanitation to limit the spread of the virus. Deep cleaning and sanitising of ablution and standby facilities was undertaken at a total of 21 sites.
The development of the City’s Water Security Strategy was necessitated by several consecutive outcomes of the Municipal Services Strategic Assessment for National Treasury Non-delegated Municipalities. The assessments have demonstrated that the assurance of water supply for the City of Johannesburg as a water services authority is not guaranteed and highly vulnerable. The outcomes indicated that the City has a 21-30% shortage risk, with more than 50% of source water quality showing a deteriorating trend. The City’s Climate Action Plan has also highlighted water scarcity and increasing periods of drought as some of the key risks going forward and hence necessitated the development of a Water Security Strategy that supports adaptation and improved resilience of the City in the face of climate change. The purpose of developing its Water Security Strategy was to assess the potential of water-related risks and benefits that face the City of Johannesburg in terms of water availability and usage, while ensuring safe and reliable access to water supply and sanitation. It is intended as a
long-term strategy that will provide the City and the residents of Johannesburg with a roadmap to improved water security. It will enable the City’s transition towards a more resilient, liveable and sustainable, water-sensitive City, in support of the Growth and Development Strategy 2040’s goals and outcomes. The benchmarking report for urban water security, utilisation and environmental sustainability has been produced and the final strategy is set to be finalised during this financial year.
Managing water resources The City’s watercourses and dams are experiencing the negative impacts of urbanisation, which has resulted in encroachment into floodplains, a loss of wetlands and recharge areas, an increased run-off of stormwater from hard surfaces, and pollution from a wide range of sources. As a result, the City’s water projects for the previous financial year were aimed at addressing problems by improving the management of upstream drivers as well as undertaking the rehabilitation of stressed water bodies, improving river health and assisting with flood mitigation. During the 2020/21 year, the City implemented the following water
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WATER management initiatives through its Environment and Infrastructure Services Department:
Jukskei Catchment Management Plan The project entailed the development of a catchment management plan for the Jukskei catchment, to guide the integrated management of water resources to ensure healthy rivers, the improved management of the overall water balance, reduced flooding, and restoring the social benefits of watercourses. The hydrological model and scenario applications were completed. Dam Upgrades and Rehabilitation Braamfontein West Catchment: The programme comprised the rehabilitation and re-engineering of various dams (Alberts Farm and Johannesburg Botanical Gardens, Emmarentia upper dams), including the reconstruction and modification of banks and spillways, to restore structural integrity, assist with water attenuation and retention, promote improved water quality, and the restoration of aquatic habitat. Work for the 2020/21 financial year comprised the implementation of Phase 1 (Alberts Farm civils work). Fencing and gates have been completed. The dam embankment, installation of kerbs and paving, and spillway construction were completed.
Specialist studies and rehabilitation plans for affected sites (Kaalfontein, Marlboro Gardens): The project comprised specialist studies, including in particular a waste impact report, and the development of rehabilitation plans for riverine areas suffering deterioration as a result of illegal dumping, the encroachment of illegal dwellings, infilling and pollution. This was in response to directives issued to the City by the Gauteng Department of Agriculture and Rural Development in terms of the National Environmental Management Act (No. 107 of 1998). Data gathering, analysis and modelling have subsequently been undertaken and included water quality data, waste data, and hydraulic and hydrological assessment. Specialist studies and the waste impact report/rehabilitation plan have also been completed.
Surface Water Quality Monitoring Programme The Surface Water Quality Monitoring Programme monitors bacteriological and chemical water quality at 108 sampling points in the City’s main tributaries, on a monthly basis, from both the Kliprivier and Jukskei catchments. The results are used to track trends, highlight problem areas, and enable early intervention to improve water quality in the City’s watercourses. There are 54 sampling sites in the Kliprivier catchment and 8 sampling sites in the Rietspruit catchment. There
are two main hotspots in terms of water quality management – Bosmontspruit and Orlando Dam; however, there are still areas such as Russell stream, Princess Dump and greater Soweto that pose challenges in terms of water quality management. Due to the deterioration in bacteriological water quality, water quality data will be reviewed with the aim of adopting additional monitoring points as hotspot areas. The Bosmont spruit is subjected to bacteriological and chemical pollution. The area is highly industrialised and has a number of informal settlements and sewer infrastructure failures that have an impact on water quality. There are 66 monitoring points and three water quality hotspots in the Jukskei catchment, namely Alexandra/ Wynberg, Bruma, and Kaalspruit/ Ivory Park. However, there are other areas in the catchment that have water quality challenges. While Kaalspruit/ Ivory Park and Bruma Lake are facing major problems with sewer related pollution, the Alexandra/Wynberg and Modderfontein areas are affected by both sewage- and chemical-related pollution. The drastic increase of sewer blockages – especially in the hotspot low-income areas, which include Ivory Park, Diepsloot and Alexandra – is also posing a challenge to service delivery. This results in a decrease in response times to sewer blockages in these areas due to an increased number of blockages that cannot be attended to within the prescribed 24 hours, as well as the reoccurring nature of these blockages. The main reason for this increase is the incorrect use of the sewer infrastructure by communities, sabotaging of the manholes by vagrants, solid waste dumping along the stream, sand mining within the river, and other social-related issues especially in the low-income areas.
Overall status of water quality hotspot areas Three hotspot areas recorded an improvement between April-June 2021. Hotspot areas remain a priority and Johannesburg Water continues to implement interventions that include preventative maintenance through the hydro-jetting of sewer reticulation mains, the implementation of sewer infrastructure upgrade projects, clearing blockages, as well as CCTV monitoring.
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Green, Resilient & Sustainable
Through its Green, Resilient & Sustainable Joburg programme, the City of Johannesburg seeks to build the foundations for a sustainable path to development.
his programme is premised on the need to ensure that all communities have access to quality infrastructure such as roads, electricity, water and sanitation, housing, waste management, and can generate their own food through urban gardens and urban agriculture.
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In conjunction with the Climate Action Plan, this programme will also coordinate all the efforts of the City towards carbon neutrality by 2050. The City also seeks to ensure that it is energy sufficient – and thus able to avoid load-shedding in future – and that all communities within its jurisdiction, especially in
townships like Soweto, have secure and reliable energy. Options such as cogeneration, solar roofing and biofuels should be considered to create a sustainable energy mix, while City buildings – including residential complexes, RDP homes and old township houses – should be considered as independent power production sites. The implementation of such a solution could have the added benefit of reducing pressure on the grid that results in power failure due to electricity theft and illegal connections – not to mention the fatalities that result from these illegal activities. There will also be other socio-economic benefits
SUSTAINA BI L I T Y such as massive skills training and job creation in the installation and maintenance of these solar roofs. Water security is a major objective to be realised. Many communities do not have access to clean, drinkable water in their yards. The City faces huge water and revenue losses from undetected leaks and the illegal diversion of water, and proper stormwater management systems are required in many neighbourhoods so that rainwater catchment and storage is a common practice across the city. As the demand for housing continues to outpace the City’s ability to build, green urban housing technology is sought to accelerate the delivery of formal housing to massive populations that remain in the squalor of informal settlements. Food security is a public challenge that has been exacerbated – and highlighted – by the Covid-19 crisis. The City continues to support urban agriculture in homes and schools, as well as the development of value chains that will facilitate cooperative agriculture schemes.
1.4 million tonnes The City disposes of over 1.4 million tonnes of waste annually, all of which is sent to the City’s four operational landfill sites Waste management Looking at another challenge facing the City, waste management is regulated by the National Environmental Management: Waste Act (No. 59 of 2008) in order to protect public health and the environment by providing reasonable measures for the prevention of pollution and ecological degradation, and for securing ecologically sustainable development. It make provision for national norms and standards for regulating the management of waste by all spheres of government, and provides for specific waste management measures to control waste management activities.
CREATING GREEN JOBS Johannesburg could create over 200 000 green jobs through focused infrastructure spending and adopting environmentally friendly building policies in the city. This is according to research from C40 Cities, which found that increasing investment in rail infrastructure and prioritising environmentally friendly construction in city projects would create 76 000 and 143 000 green jobs respectively by 2030. “Green jobs are extremely important for us in the City of Johannesburg,” says Cllr Michael Sun, MMC for Environment, Infrastructure and Service Delivery. “They don’t only provide a lasting solution to the issues of poverty and inequality in our city but enable our residents to take advantage of opportunities that are secure, with equitable pay and offer a dignified environment to workers.” The City of Johannesburg has already taken the first step in creating environmentally sustainable employment by adopting its own Climate Action Plan, which is currently being adopted in all of the City’s processes and plans. It has steadfast plans in place to invest in green sectors that will not only deliver reliable services to communities but also assist in the creation of quality employment to residents. The Multi-party Government has also committed itself to spurring a just economic transition within the City’s economy, to ensure all residents at risk of losing a job in non-green industries are given opportunities to work in other sectors essential to a sustainable economy and society. “South African cities have a huge and critical role to play in delivering jobs,” Sun adds. “We believe national government must recognise our leadership and offer cities such as Johannesburg direct sources of investment to go even further to realise the full potential of employment growth in the growing green sector of our local economy.”
Challenges in this area include the lack of a culture of keeping the city clean by residents, as well as inadequate public education and awareness programmes on the benefits of a clean city. There is also insufficient investment in waste infrastructure, such as waste bins in the townships, waste transfer stations, buy-back centres, and alternative waste treatment technologies that would assist to eradicate waste disposal sites. The separation of waste at source, particularly at a household level, is still in its infancy within the municipal area. This requires major investments in marketing and educational programmes, including the incorporation of the informal waste pickers as part of an organised waste economy. One of the biggest challenges facing the City is the growing volume of waste generated across Johannesburg and the diminishing landfill space for waste disposal. The City disposes of over 1.4 million tonnes of waste annually, all of which is sent to the City’s four operational landfill sites. These landfills are left with less than five years of air space available to waste. Then there’s the problem of illegal dumping happening at the City’s open spaces, which calls for serious interventions to be put in place to address the problematic waste streams like builders’ rubble and green waste. Further, development, consumerism and population growth are the key contributory factors to ever-increasing waste generation in the City. It is clear that initiatives need to be stepped up to avoid the potentially nightmarish scenes previously seen on the streets of cities such as Beirut, Lebanon. CITY OF JOBURG 2022
Governing for the people,
with the people
The City of Johannesburg is ramping up efforts to ensure it engages more extensively and works more closely with its communities. After all, an active citizenry with access to open channels of communication benefits all stakeholders.
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s the City continues to work towards emphasising bottomup planning and building sustainable communities, it has reformed its ward-based approach to citizen involvement to a more multicentric model, by incorporating asset-based community development and community-based planning into its analyses. Asset-based community development is a way of thinking and an approach to development that focuses on strengths, abilities, opportunities, talents and gifts as a foundation or starting point for community development. In essence, it recognises people as assets and involves development from the inside-out, meaning that it builds on existing capabilities. The objective is to co-produce results in the delivery or facilitation of services, to encourage community-driven development initiatives, and to create social capital. The aim of earlier ward-based community conversations was to assess the level of access to basic services and service backlogs in order to foregather community priority issues for inclusion in the 2021/22 IDP and budget. These sessions presented communities and interest groups (e.g. NGOs, ward committees, CBOs, business fora, etc.) with an opportunity and platform to
review the service delivery needs and priorities of the ward within which they reside – and to present their views and aspirations. It ultimately also helped the City to see first-hand what problems its communities are facing, in order to ensure that communities’ needs are adequately articulated and addressed in the IDP and budget.
Citizen engagement measures The myriad streams and tools used by the City to enhance the active engagement of its citizenry include the following: • public meetings chaired by councillors to engage communities regarding service delivery issues and ward projects • public campaigns, roadshows and briefings • opinion polls, surveys, public hearings and reviews • community research projects and studies – mapping and enumeration • e-platforms: online networks and social media • public-private partnerships to enhance interface with citizens • expert panels, debates and dialogues • marketing, communication and advertising • focus groups • assisting other spheres of government with ‘Taking Parliament to The People’, and issues related to the
COMMUNITY E NGAGEMENT
National Health Insurance and Municipal Demarcation Board • partnering with the Independent Electoral Commission on voter education • driving civic education sessions on various topics • implementation of the Citizen Engagement Plan • awareness/educational campaigns on by-laws and other key legislative prescripts • integrated visible service delivery operations in collaboration with entities, departments and law enforcement agencies (e.g. JMPD, SAPS, Immigration, etc.) • site visits/walkabouts and inspections to identify service delivery and/or crime hotspots in different areas • hosting of events such as Mandela Day • engagement with business and civic or ratepayers’ associations • regional open days.
Mayoral Izimbizo Programme The City’s priority to promote an active and participative citizenry is embedded in its desire for a better understanding of residents’ needs and issues, organisational culture change, proactive engagement, continuous citizen interaction, the creation of social capital, asset and community-based planning and budgeting, advancing the ideals of a responsible citizenry, civic education and empowerment. The Mayoral Izimbizo Programme can be summarised as growing efforts at all levels of government to respond
The goal of the Mayoral Imbizo Programme is to foster closer, more effective and efficient citizen relationships quickly, succinctly and accurately to residents’ needs. These include requests or enquiries for answers to questions and the provision of general information about policies, decisions, delivery and procedures. The goal is to foster closer, more effective and efficient citizen relationships. This will ensure that the City anticipates and meets citizens’ needs and develops a detailed working understanding of what residents want, expect and need from those who serve them – and, in return, for citizens to understand their responsibilities. The driving force behind this programme is also to take stock of the achievements of the City and for communities to receive feedback on challenges encountered. As a citizen-centred process, the Izimbizo will improve communication and information sharing, and form a solid basis for sustained dialogue between the City and its residents/citizens. Before the outbreak of the Covid-19 pandemic, the City was preparing to host izimbizo across its regions to contribute to its eighth key priority – an active and engaged citizenry – and reinforce a key pillar of a participatory and consultative democracy, as envisaged in the Constitution. In this context, it was determined that the City needed a different approach, content and even a shift in end goals. Amid all the challenges, community
engagement and information-sharing responsibilities must continue. A basic rule of community engagement is to meet people where they are. Maintaining engagement without involving the physical presence of people is a daunting task, but there are several low-cost, easy-to-use tools like social media, web meetings and survey tools that can effectively be implemented to engage communities and receive feedback. More careful consideration will, however, need to be given to those communities and residents who won’t be able to participate online or will be hard to reach, including the elderly, people with limited or no internet access, those with low computer literacy and non-English speaking citizens. For these groups, the City will consider alternative and more traditional outreach methods and ways to engage. That said, the universal agreement is that much of the globe has seemingly overcome the worst the Covid-19 pandemic has to offer, and that we may in time be moving towards the endemic phase of the disease. However, there is no doubt that further waves of high numbers of infections await and that national and local government must be able to adapt rapidly when prompted to do so – while communicating clearly and effectively with its citizenry. CITY OF JOBURG 2022
UPLIFTING ALEX Various initiatives are under way to drive development within one of South Africa’s poorest urban areas. The Alexandra Automotive Hub and a venture capital fund aimed at driving entrepreneurship are two interventions looking to make a difference to the residents of Johannesburg’s oldest township. Gontse Hlophe reports.
CITY OF JOBURG 2022
2015 vs 2022: Before and after images of the Alexandra Automotive Hub site
ALE XANDRA RENEWA L
he R34 million Alexandra Automotive Hub, which aims to help viable SMMEs in the sector enter the mainstream of the motor vehicle repair industry, is 80% complete. Located at number 84 4th Street in Marlboro, Sandton, the Alexandra Automotive Hub is designed to attract private sector investment into the township to make backyard mechanics more economically profitable. “There are a lot of informal mechanics that are operating in Alex. We want to empower them with training and certification so that they can start accessing the private market,” explains Nthangeni Morobedzi, senior project manager, Johannesburg Development Agency (JDA). The JDA is the custodian of the project. The Nkuli Mbundu, MMC for Economic Development, City of Johannesburg, says the Alexandra Automotive Hub is a direct investment in a strategic sector of the local economy. “The City plans to use this development to rejuvenate the automotive node in Alex as a catalyst for the regeneration of the industrial economy,” says Cllr Mbundu. He adds that the City has forged partnerships with various local businesses and associations in the automotive industry to secure their future patronage. “It was always with the intent to professionalise local businesses to grow, to stimulate the local economy, and to build a facility that would enable them to scale their businesses beyond backyards,” Cllr Mbundu explains. The municipality also wants to enlist reputable automotive players, including parts distributors, to get involved in the operations of the Alexandra Automotive Hub to ensure the work done is dependable and trustworthy. “We are bringing this facility to where people are, to where the skills are, to make sure mechanics comply with requirements from original vehicle manufacturers,” says Morobedzi. Sporting red clay face bricks, small green view windows, four large hard roller doors, and paving made of interlocked charcoal bricks, the facility boasts 17 units that service four types of mechanical work, including electrical, tyre changing, panel beating and spray painting. It also has workshop, meeting rooms, toilets, a reception room, and
The City plans to use the Alexandra Automotive Hub to rejuvenate the automotive node in Alex as a catalyst for the regeneration of the industrial economy.” – Nkuli Mbundu, MMC for Economic Development, City of Johannesburg ample parking. The building incorporates green design, which minimises its environmental footprint. “This facility is the last hope of a black child staying in Alexandra and Marlboro. It is the only building that will improve the economy for the people of Region E, hence we plead with our municipality not to fail us,” implores Tshepo Segokudi, an Alexandra resident. Once complete, the Alexandra Automotive Hub will offer long-term profitable jobs to locals, including SMMEs in the sector, who are the targeted beneficiaries. The City hopes to have the Automotive Hub operational by mid-2022 to curb the high rate of unemployment in the area, especially among the youth.
Boosting entrepreneurship in Alex With unemployment skyrocketing in Johannesburg, a venture capital fund in Sandton is affording start-ups and nascent entrepreneurs with highgrowth potential a platform to get their enterprises off the ground. Geared towards the residents of Alexandra, the venture capital fund – dubbed Impact Investment Africa – seeks to support social and environmental enterprises to help them secure measurable economic outcomes. Its executive chairman, Chris Hart, hopes to build Impact Investment Africa into a formidable venture capital fund. “I am hoping that we can get a strong, robust investment fund that will support entrepreneurs or budding entrepreneurs within Alex to get their enterprises off the ground and remain sustainable.” Hart says entrepreneurs in Alexandra were targeted by automobile manufacturer Ford as potential beneficiaries of the fund because of the township’s proximity to Sandton. “Our philosophy is simple – if we cannot create financial boosts for township businesses, we are irrelevant in Africa,” he adds. He says Impact Investment Africa receives capital from various businesses
in Sandton, which are pitched towards closing the inequality gap between the two areas. “We want to make sure that people who work in Sandton and who built Sandton enjoy the same benefits as those who live there,” he says. Hart says there is a symbiotic relationship between the business community in Sandton and entrepreneurs in Alexandra. “This is not an obligation, but there is a strong and compelling case for the business community of Sandton that Alex is part of us and the standards here should also be reflected there,” he says. Executive Mayor Cllr Mpho Phalatse has committed her administration to rebuild Alexandra to enable Joburg’s oldest township to be economically active. Cllr Phalatse says partnerships with the private sector are the hallmarks of the success of her administration. “Especially where interests intersect, because the truth is that government at all levels cannot build South Africa on its own.” Hart acknowledges that developing sustainable entrepreneurship in Alexandra requires plenty of work. “It’s a case of capacity. What can Impact Investment Africa do versus what needs to be done? Some resources and coalitions need to be built and, with the pandemic in the picture, things are not as smooth as we expected.” He calls on community leaders to avail themselves to help the project become a success. “We need trustworthy people who will manage the fund and take care of the resources bought in to help the community.” The Executive Mayor believes that, through private sector involvement, Alexandra will rise. “There have been many unsuccessful attempts over the last 110 years to reduce Alexandra to rubble, but today we commit to building a community and a partnership that will stand for another 110 years, where we will be able to tell a story of its success as we move away from its story of sorrow,” adds Cllr Phalatse. CITY OF JOBURG 2022
New fire station in Marshalltown The Johannesburg Development Agency (JDA) is implementing a new inner-city fire station with the City of Johannesburg’s Department of Public Safety, Emergency Management Services (EMS) in Marshalltown.
he JDA started the new Central Fire Station project in May 2021 to set the standard for future fire stations. The new Central Fire Station is a modern space and is intended to cater for the current and envisaged demands for the community in the inner city of Johannesburg. It will provide a speedy response to fire or rescue incidents that occur in the inner city’s high-rise buildings. Construction is at 30% completion and, once completed, the facility will have a contemporary design, incorporating soft and hard roofs, with durable clay face brick and minimal plastered feature walls. The firefighters/EMT crews for Central Fire Station are currently housed at Fairview Fire Station in Jeppestown to ensure that there is no disruption of service for inner-city residents. The building is one level, except for a few areas that extend to the first floor, and a six-storey training tower. The facility
will be low-maintenance and sustainable, and a landmark of modern design to the surrounding community.
Station features Other features of the fire station include: • a BE SAFE (Basic Emergency Safety and Fire Education) Centre intended to be used as a tool in educating on regarding fire safety and general safety principles • a n administration block and ablution facilities • wash bays for fire trucks • a lifting tank for training how to draft water • a swimming pool • r ecreational area for the staff with braai facilities • car parking • a gymnasium • a six-storey training tower located independently outside the main building, which will also serve as a beacon for the fire station and training academy.
“Some of the project milestones achieved for this facility, since the start of construction, include the relocation of the vehicle pound, township establishment approval, the completion of the lifting tank and the completion of the attenuation pond,” says Cllr Belinda Echeozonjoku, MMC for Development Planning, City of Johannesburg. The new Central Fire Station will provide access to employment opportunities for local emerging contractors, sourced from the local and adjacent communities in Johannesburg. A total of nine SMMEs are currently employed on the project. The project is on track to reach the 30% local spend as per the City’s policies. The JDA has also made use of an independent SMME mentor to assist, develop and mentor the SMMEs, with the aim of assisting with Construction Industry Development Board upgrades upon completion of the project.
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